BoardRoom magazine January/February 2023

FREDERICK FUNG, GM, BONITA BAY CLUB; MICHAEL RODRIGUEZ, GM, AUDUBON COUNTRY CLUB;

TRIPOLI, GM/COO, WEST BAY CLUB; TONY D’ERRICO, COO, QUAIL WEST; CARMEN MAUCERI, GM/COO THE CLUB AT

BOARDROOM MAGAZINE’S DISTINGUISHED IDEAS SUMMIT REMAINS

THE PREMIER GATHERING FOR LEADERS OF THE BEST PRIVATE CLUBS IN THE WORLD.

Dave White is the editor of BoardRoom magazine. If you have comments on this article or suggestions for other topics, please send Dave an email to: dave@boardroommag.com.

Let’s Get This Right It All Starts with A Good Board!

Governance is also a major issue for private clubs and something some clubs do better than others, especially clubs that espouse collaborative governance.

Governance is sometimes difficult, especially in 501(c)(7) clubs, but sound governance remains the key to a successful private club. And that’s the focus for John Fornaro’s Publisher’s Perspective this issue: Building a Strong Board of Directors.

Often with dysfunctional boards, there’s a lack of respect, micromanagers, a lack of diversity, misplaced loyalty, conflicting agendas, a lack of order, a lack of confidentially, a hostile environment, secret meetings, personal agendas and dominating members...all of which can cause inherent difficulties that prevent clubs from being successful.

So how does a club avoid these dysfunctional attributes and build a road map for success? It all starts with a good board of directors

How does a club recruit potential board members? What are their roles and responsibilities? What are the expectations? And how can all this be accomplished? Our contributors to Fornaro’s Publisher’s Perspective, who are experienced private governance specialists, give us some answers. It’s a must read for anyone connected with a private club.

We also celebrate BoardRoom’s Distinguished Clubs in this issue with a cover package delving into the latest Distinguished Ideas Summit held recently at six southern Florida private clubs.

“BoardRoom’s Distinguished Clubs are truly a special grouping of private clubs…exceptional clubs based on their extraordinary delivery of a first-class Member Experience to every one of their members,” expressed John Fornaro, CEO of BoardRoom magazine and one of the innovators behind the Distinguished Club Program

“We’ve realize that what we’ve created allows us to showcase the most outstanding private clubs across the country. It’s a model with a message that can help private clubs grow and enhance their member experience.

And the Distinguished Ideas Summit, a highlight each year, marks an exclusive gathering of general managers of the most prestigious and successful private clubs. This is a private event for Distinguished Clubs only...a benefit that accrues to Distinguished Clubs and Distinguished Golf Destinations.

General managers from 130 of the top Distinguished Clubs across the country gathered recently in southwestern Florida to exchange ideas and discussion. Because every club has unique ideas and every club is unique, the Distinguished Idea Summit brings out some of those ideas in a format that has worked. It’s quick and it’s a meaningful learning environment.

“When we were developing the concept of the Distinguished Ideas Summit, we started with the usual way of thinking…then we paused and thought…these are the best clubs in the world with the best GMs in the world and they have the best ideas that they implement at their clubs, why not have them present member experience ideas to themselves? And so, the format was born,” explained Keith Jarrett, president of BoardRoom’s Distinguished Club program.

Each Distinguished Ideas Summit is a great place for exchanging relevant and new ideas and it happened to be no different for Summit 22.

n n n

Lindsay Pizarro, most recently general manager at the California Yacht Club, has faced a traumatic couple of years, all of which began with the tragic death of her husband, Rony, in October 2020.

It’s a remarkable story of how Lindsay, the mother of two young girls, Penelope and Sophia, has faced a daunting experience and has worked diligently to rebuild a shattered life. With her can-do attitude, Lindsay yearns to put the past behind her and now embarks on a new career working with Golden State Chapter, California State Club Association and the GSC Foundation. It’s a remarkable story of tragedy, revival and new opportunities.

n n n

Dick Kopplin, the long-time club industry aficionado, continues his series, ‘This Much I Know’ with his tale about a Wake Up Call he received many years ago as a general manager at a thriving Minneapolis club. It’s a lesson about micromanaging that will ring true with many people in the private club industry. And when the club’s president told Kopplin to “quit whining” and become the club’s leader, it was, indeed, a wake-up call. Lesson learned! BR

Publisher/CEO

John G. Fornaro

Editor

Dave White

Chief Creative Officer

Heather Arias de Cordoba

Copy Editor

Chryssoula Filippakopoulos

Innovative Ideas Editor

Heather Arias de Cordoba

APCD Executive Director

Bill Thomas

Editorial & Marketing Director

Dee Kaplan

Business Development

Joshua Nuzzi

Operations Diretor/Subscriptions

Krystal Santoro

Contact Information www.BoardRoomMagazine.com www.apcd.com

Co-Founder/CEO

John G. Fornaro President

Keith Jarrett

Chief Analyst

Frank Gore

Chief Information Officer

Jeff Briggs

Executive Director

Bill Thomas

Executive Assistant/ Director of Support

Joshua Nuzzi

Contact Information www.DistinguishedClubs.com (949) 376-8889

Jodie Cunningham

Henry DeLozier

Mary Dolan

John G. Fornaro

Bonnie J. Knutson

Nancy M. Levenburg

Contributing Writers

Matthew D. Anderson

Bruce Barilla

Nancy Berkley

Joshua Bland

Bill Boothe

Victoria Burns

Stephanie Castro

Jarrett Chirico

Ronald F. Cichy

Frank Cordeiro

Michael Crandal

Dave Doherty

Phil Newman

Gregg Patterson

Bill Schwartz

Ed Doyle

Todd Dufek

Larry Hirsh

Christine Kane

Dick Kopplin

Lynne LaFond Deluca

David Mackesey

Steve Mona

Jeff Morgan

Peter Nanula

Tom Neill

Mitchell Platt

Strategic Partners and Allied Associations

Vanya Stefanov

Todd Swisher

Dave White

Pamela B. Radcliff

Alan Raulerson

Whitney Reid Pennell

Robert Sereci

Brad D. Steele

Robyn Stowell

Mike Strauss

Frank Vain

Till von Ruexleben

Gordon Welch

Ed Winiecki

Frank Wolfe

BUILDING A STRONG BOARD OF DIRECTORS

JOHN G. FORNARO

It’s imperative. Building a strong board of directors. The number one investment a club can make isn’t the golf course or the clubhouse. Instead, it’s developing and educating your club’s future board members. The question is: How can it be done and why is a strong board of directors so necessary at private clubs today?

FOOD FOR THOUGHTS | 16

IS RUNNING OUT OK?

BILL SCHWARTZ

The golden rule is that “we are in the yes business.” Does it apply to having every menu item available? In today’s economic condition, where inflation is at a historic high, food costs have accelerated at a rate rarely seen in recent memory, and labor shortages are still a significant problem. So how does this impact club food service and what can be done to mitigate these adverse factors?

EXECUTIVE COMMITTEE | 92

HOW TO SUCCESSFULLY FUND CAPITAL PROJECTS

HENRY DELOZIER

Linda Dillenbeck, director at GGA Partners says. “From the outset, successful capital campaigns are fully planned from beginning to end. We do not approach capital campaigns as a work-in-process proposition. The campaign process is scheduled to allow members adequate time to marinate in certain ideas – theirs, others, and ours.”

BOARDROOM BASICS & BEYOND | 18

PLIGHTS AND INSIGHTS | 14

MULTITASKING: FOCUS ON WHAT IS IMPORTANT AND URGENT

NANCY M. LEVENBURG

I decided to do some research on multitasking. Can it be taught? And what are some tips for being a good multitasker? And yes, the Eisenhower Principle was so named because it was used in a speech in 1954 by US President Dwight D. Eisenhower to the Second Assembly of the World Council of Churches.

CLUB LEADERS AND MANAGEMENT TELL WHAT 2023 HOLDS

PHIL NEWMAN AND VANYA STEFANOV

“What’s one of the biggest challenges facing the club?”, the first answer is more often than not staffing. The additional federal unemployment benefits ended in September 2021. So everyone should be back or going back to work, right? Here’s what we’ve learned in the last 18 months.

SETTING THE TALENT STRATEGY

JODIE CUNNINGHAM

Your employees are the key to your club’s success. Now more than ever, having leaders on your team who focus strictly on your employees is critical. These experts may have different titles, but their focus is the same: set the talent strategy and take exceptional care of your employees, who, in turn, take care of your members.

MEMBERSHIP MUSINGS | 114

STAFFING IS STILL AN ISSUE

MARY DOLAN AND TODD SWISHER

“What’s one of the biggest challenges facing the club?”, the first answer is more often than not staffing. The additional federal unemployment benefits ended in September 2021. So everyone should be back or going back to work, right? Here’s what we’ve learned in the last 18 months.

TRIBAL MAGIC | 126

CAN YOU DODGE A TENNIS BALL?

BONNIE J. KNUTSON

“What’s one of the biggest challenges facing the club?”, the first answer is more often than not staffing. The additional federal unemployment benefits ended in September 2021. So everyone should be back or going back to work, right? Here’s what we’ve learned in the last 18 months.

DELIVERING CLUB AND FILLING THE BIG EMPTY

GREGG PATTERSON

“What’s one of the biggest challenges facing the club?”, the first answer is more often than not staffing. The additional federal unemployment benefits ended in September 2021. So everyone should be back or going back to work, right? Here’s what we’ve learned in the last 18 months.

CLUB FACTS AND FIGURES | 90

Henry DeLozier

John G. Fornaro is the publisher/CEO of BoardRoom magazine, co-founder/CEO of Distinguished Clubs and the CEO of the Association of Private Club Directors (APCD). If you have comments on this article or suggestions for other topics, please contact John Fornaro at (949) 376-8889 or via email: johnf@apcd.com

Building a Strong Board of Directors

It’s imperative. Building a strong board of directors.

The number one investment a club can make isn’t the golf course or the clubhouse. Instead, it’s developing and educating your club’s future board members.

The question is: How can it be done and why is a strong board of directors so necessary at private clubs today?

“Bad” boards, for lack of a better term, have many characteristics with which we’re very familiar. For example, there’s often a lack of respect among board members and between board members and a club’s senior managers; there’s a lack of order, of confidentially, conflicting agendas, a hostile environment, secret meetings, dominating members and board members who do little and often sit on the sidelines, not participating in board activities.

Or we might be saddled with a board chair or general manager who often refuse feedback... it’s my way or the highway; or a board doesn’t monitor its performance or, for that matter, the performance of the club’s general manager. There might be too much risk management and board members not knowing their roles and responsibilities.

of responsibility, i.e., the golf course, and fail to see the club’s vision or the big picture.

A lack of diversity can also be a concern, often compounding dysfunction. Again, homogeneous groupthink sits at the forefront with little or no racial, gender, ethnic, political, wealth or faith diversity.

So, why is a strong board of directors necessary at private clubs today and how do we get there?

“Non-profit boards typically turn over every three years, an insufficient term to fully understand the nuances of your multi-faceted club operation. What this suggests is their role cannot include learning all parts of the operation,” said Rick Coyne, managing member of the Professional Club Marketing Association.

“Rather, boards must provide strategic guidance, mission statement, vision statement, core values and member expectations. A planned and time-lined strategy is the key component to a strong board.

“A board creates a roadmap that ensuing boards can easily adapt to as required by external influences. Without such tools, clubs often resemble a sailboat tacking into the wind,

We, in the private club industry treat our board members as mushrooms... we keep them in the dark. No question, training is essential. Board members’ roles, responsibilities and expectations must be clearly outlined, all of which can be done through an annual board orientation, that focuses not only on club finances but also a club’s best practices. Clubs must attract the right people throughout recruiting and this can be done through a club’s nominating process.

Dysfunctional boards can cause great difficulties for private clubs by not making decisions in the club’s best interests and often, this dysfunction moves outside the boardroom, creating membership difficulties.

And then there’s the rubber stamp board, which approves anything management wants. Boards essentially are window dressing or the situation where board members become micromanagers taking on crucial management day-to-day operations and decision-making while intruding upon and disempowering the club’s management.

Often dysfunctional boards fail lot see the big picture... some board members may be concerned about only one area

with individual changes made every time an influencer is elected to the board,” Coyne added.

“Noses in, fingers out. We can make it more complicated than that, but it’s clear, the best clubs have a healthy segregation between governance and management concurrent with excellent communication between the general manager/COO and the club president,” explained Dan Denehy, principal with Denehy Club Thinking Partners.

“Clubs are more complicated, and real businesses today are affected by the range of human resource compliance issues, financial performance standards and the need for real stra-

HENRY

Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com

How to Successfully Fund Capital Projects

Linda Dillenbeck is the one percent of the one percent … and undefeated when it comes to delivering positive results for private capital funding campaigns.

In 14 capital campaigns, members have voted to support more than $75 million for improvements to their clubs.

“The capital campaign approach that we use is successful for three primary reasons:

1. We are patient and avoid rushed or urgent fundraising

2. We listen more than we talk

3. We are impartial, independent and objective in hearing member viewpoints and concerns.”

Dillenbeck, a director at GGA Partners, an international professional services firm that specializes in private clubs, observes that another key to her effectiveness in capital campaigns is her process-driven method … not agenda-driven. “People become comfortable when they understand that we are not seeking to sell them on an idea or project.”

As a matter of process, there are several consistent steps to her successful approach:

Organized process – From the outset, successful capital campaigns are fully planned from beginning to end. “We do not approach capital campaigns as a work-in-process proposition,” states Dillenbeck, who draws from her background in professional communications and agency work. The campaign process is scheduled to “allow members adequate time to marinate in certain ideas – theirs, others, and ours.”

In addition, the process is presented to the club’s board of directors, refined, and set in action. Key message points are proposed, refined, and agreed upon. The campaign does not vary from its key message points while adding new insights and points of emphasis based on member inputs.

After the listening sessions, members receive a written summary report which tells of key points that were made, identifies objectives that may have been raised and tells members what will happen next. Members understand the next steps in the listening and deliberation process, of which they are a core component.

In some clubs with distinct seasonal residency and absences by some members, video reports are provided, enabling the process facilitator to “report” to members who have not yet participated. The process succeeds because of its openness, redundancy and patience.

Simple and consistent messaging – “We decide upfront on the key messages and carefully prepare what is to be said – and not said – and the various media options to be used for delivering messages,” Dillenbeck observes. “Nowadays, club

members require multiple media options and benefit from redundant messaging … no one and done.”

Normally, in capital campaigns, the primary topics for the listening sessions include:

• Overview and background (for why this investment/project is being considered)

• Capital improvement description (scale and scope)

• Estimated/projected costs (with the affirmative note that amounts will change)

• Context (how the capital campaign project and expenditures support the club’s purpose).

“Members are very deliberate and remember everything that is said, so it is important to be consistent and disciplined enough not to shoot from the hip,” she advises.

Effective listening – Listening sessions are just that … listening. The facilitator provides topical guidance in the form of concepts or financial projections while asking members to comment on what they are seeing. At no point are members engaged by the facilitator in disagreement or argumentation. All comments are heard and respectfully noted. (Note that fellow members sometimes disagree.) The process administrators listen to all viewpoints and note concepts that are brought forward by members.

Normal listening sessions include 20 to 30 club members arrayed in a classroom format. Keys are to keep seating socially distanced and close enough to enable everyone to hear what is being said. The facilitator and Dillenbeck provide a presentation to walk members through the proposed changes, providing renderings, floor plans and photographs to enable better understanding and information exchange.

The listening sessions are deliberately limited in both time and number of attendees to ensure widespread opportunities for discussion. The number of sessions held is based on the total membership number. Once all sessions are complete, a written report of the proceedings, findings, and conclusions is provided to members. The report is also summarized in a short video focused on the key takeaways that is also available to members.

REITERATIVE MEMBER CHECK-INS

In such busy times as these, members sometimes miss updates and information. To keep members informed and engaged, Dillenbeck advises club leaders to maintain a steady flow of information about the capital planning process and schedule to club members. The cadence and content of these sessions must be carefully planned and executed.

PLIGHTS AND INSIGHTS

NANCY M. LEVENBURG

Nancy Levenburg, PhD, is a recently retired professor of management at the Seidman College of Business at Grand Valley State University in Grand Rapids, MI. She has published numerous articles in business and professional journals and has assisted over 200 organizations with strategic planning, marketing strategy, and improving operations. She is the president of Edgewater Consulting and a member of Spring Lake Country Club in Spring Lake, MI. For more information, contact her at: levenbun@gvsu.edu or (616) 821-5678.

Multitasking: Focus on What Is Important and Urgent

- Henry David Thoreau

I recently met friends for dinner at a local restaurant. After a leisurely round of our favorite adult beverages, we ordered dinner. Interestingly, all six of us ordered salads (four Caesar salads and two Cobb salads), and one also ordered a bowl of soup du jour. It was some type of creamy vegetable soup.

We ordered two Caesars with grilled salmon and two with grilled chicken. Additionally, there were a few minor requests – nothing particularly complicated – including two Caesars with no croutons, two Caesars with dressing on the side, one Caesar with anchovies on the side (that’s me!), and one of the Cobbs with both French and bleu cheese dressing on the side.

A few of us ordered a second round of drinks … it was about 6 p.m. and the sun had already set. Under normal circumstances, we could have basked in the warmth and glow of a nearby gas-fueled fireplace, but we were informed that the gas line recently broke. Rats!

After about 30 minutes (so 6:30 p.m.), the soup du jour arrived. After another 30 minutes, two of our group were ready to leave and go to another restaurant. That (about 7 p.m.) was when our six salads came out of the kitchen – none with dressing.

So we waited for our server (a handsome college-aged young man) to return to the kitchen to retrieve the six – actually seven since one person had requested two different dressings –mini-pitchers of salad dressings. And mind you, this restaurant’s Caesar dressing is not the homemade variety made on demand with minced garlic, anchovy paste, lemon juice, etc. – I fully recognize that would take more time and would have slowed down the process. This Caesar dressing comes out of a bottle.

It seemed to me/us, however, that it shouldn’t have taken over an hour to assemble six salads,

especially since the Caesars weren’t much more than romaine lettuce, shredded parmesan cheese and focaccia croutons. And even if the kitchen had to hard-boil the eggs for the two Cobb salads, that only takes five minutes … 10 at the most.

So, we were baffled … and asked our server. He said the slow service was due to a wine dinner in another part of the restaurant. Apparently, we were “second fiddle” to the wine diners. Bummer for us.

As I reflected on this later, I recalled that the students I worked with at Grand Valley State University always considered themselves highly proficient multitaskers. They claimed they could surf the internet or text message friends while listening to a “boring” lecture. And they did their homework (math-y problems) while listening to music. (Actually, I do that, too.)

So why, I wondered, couldn’t the dining staff cook for and serve those attending the wine dinner and throw together six relatively sim ple-to-prepare salads at the same time? Why couldn’t they handle two things at once?

So I decided to do some research on multitasking. Can it be taught? And what are some tips for being a good multitasker?

One of the things I stumbled across was the Eisenhower Principle, which helps to think about priorities and categorize them according to their importance. And yes, the Eisenhower Principle was so named because it was used in a speech in 1954 by US President Dwight D. Eisenhower to the Second Assembly of the World Council of Churches. In essence, Eisenhower alleged that there were four cate gories of activities:

1. Important and urgent

2. Important but not urgent

3. Not important but urgent

4. Not important and not urgent.

The bottom line: It’s vital that both the back-of-house and front-ofhouse staff focus on activities that are both important and urgent, and try to eliminate those that are neither important nor urgent – they’re distractions.

It is important and urgent that the dressings come out with the salads – not later. Not important but urgent activities are things that perhaps could be delegated, such as refilling water or asking another server to bring bread/rolls to the hungry table of six.

As Thoreau asked, “The question is, what are we busy about?” BR

“It is not enough to be busy … The question is, what are we busy about?”

BILL SCHWARTZ

Is Running Out OK? FOOD FOR THOUGHT

The golden rule for club managers is that “we are in the yes business.” I have heard this repeated numerous times in CMAA seminars and articles.

Does it also apply to having every menu item available regardless of cost or waste potential from ordering too much? In today’s economic condition, where inflation is at a historic high, food costs have accelerated at a rate rarely seen in recent memory.

The supply chain issue is still with us but seems to be easing. Labor shortages are still a significant problem. So how does all this impact club food service and what can be done to mitigate these adverse factors?

Interestingly enough, the solution is best practice in any economic condition. It is never a good thing to waste food or to pay more for items without increasing prices or reducing portions. It is also unwise to overburden kitchen staff, as all sorts of problems arise.

ADDRESSING WASTE

Perhaps a better label for this section is how to run out gracefully and avoid the backlash. The first step is to get past the idea that it is not OK to run out. In a perfect food cost world, we would run out of product after we produce the last order. Since the world is imperfect and we don’t want waste, we need to adopt the mindset that it is better to run out than to throw out. The problem is how to do that without causing animosity.

One club manager from Arizona adopted a policy that the club will only serve the freshest food. The possibility exists that an item may not be available if the demand exceeds the supply. This policy prepared members for the possibility that certain items – especially seafood and other highly perishable items – may not be available all the time. Establishing this policy and slanting it toward the concept of freshness is a great first step.

Once you establish the policy, the next step is proper communication with guests during service. The most successful approach I’ve seen is an “86” board that the servers can see. This board lists the number of available portions of a particular dish as the supply dwindles. Servers can inform guests that a dish is starting to run out (so get the order in now if they want it) or is no longer available once it runs out. This must be done when guests are seated and before they peruse the menu. That way, they are not being told “no”

after they have selected an item. If an 86 board is not possible, at least ensure the kitchen communicates with servers as an item runs out so they don’t end up saying no.

Finally, the trick is to buy only enough to meet demand. The best case in clubs that have mastered the “fresh” approach is to order slightly less than anticipated demand. Waste is reduced and running out reinforces the idea that we only serve the freshest ingredients.

ADDRESSING INFLATION

This one is all about recipe management. Best practice is to use menus that you can print daily to allow for flexibility and agility with menu content and pricing. Keeping a close watch on recipe costs as purchases – or better yet vendor bids – are received allows you to adjust portion size, ingredient substitutions or pricing if need be to maintain margins and control costs. Recipe costing software makes it possible to do this daily.

ADDRESSING LABOR SHORTAGES

With kitchen staffing, scheduling is generally light early on and heavy during service. The trick is to find ways to reduce the labor required to produce menu items and reduce the cost of labor, if possible. Prep cooks make less than line cooks, sous chefs and chefs. It is also easier to hire prep cooks than more skilled kitchen staff. As a result, best practice with labor shortages is to reduce the number of items on the menu requiring significant labor when guests place orders and introduce dishes that shift the emphasis to advance prep. The more prep staff can do and the less required of skilled culinary staff, the better. Chefs should examine their menus using these objectives to determine if they can rearrange the balance to shift labor required from service to prep.

These approaches combine to make it easier to deal with inflation and labor shortages, both of which are top of mind for most food service operators. On the other hand, these practices are also effective regardless of economic conditions. Running out – handled properly – may be the best indicator of an efficient operation. BR

Bill Schwartz is the founder and CEO of System Concepts, Inc. SCI is based in Scottsdale, AZ. It specializes in F&B procurement and inventory management and is the developer of the FOOD-TRAK Food and Beverage Management System. Bill can be reached at (480) 951-8011 or bills@foodtrak.com.

JODIE CUNNINGHAM

BOARDROOM BASICS AND BEYOND

Setting the Talent Strategy

Your employees are the key to your club’s success. Now more than ever, having leaders on your team who focus strictly on your employees is critical.

These experts may have different titles – human resources, team member engagement, employee experience – but their focus is the same: set the talent strategy and take exceptional care of your employees, who, in turn, take care of your members.

Tactical versus strategic HR: HR leaders, especially within HR departments of one, have to be both tactical and strategic. Shifting to a strategic mindset starts with understanding the difference between the two. As HR experts, we need to be thought leaders on all things “people.” While the administration and compliance of HR is important, our clubs also need us to drive the talent strategy. We must stay ahead of trends and push change and innovation efforts that will keep our workplaces relevant for the generations we recruit. The four key components to strategic HR are:

1. Know the business

2. Know the trends

3. Make data-driven decisions

4. Connect the dots (tell the story).

Know the business: Understanding the club business is the foundation for HR effectiveness. For many reasons, we may tend to “stay in our lane” in HR; however, deepening our understanding of the business will help us support the talent strategy more effectively. As HR leaders, we should know the answers to these questions:

• What are the club’s goals and objectives?

• How does talent play a role in achieving those objectives?

• Where is the operational and labor money spent?

• How does each department function?

• What financial reports/metrics should be reviewed regularly?

• How can we build a talent strategy to support the club’s overall business strategy?

How well do you know all the businesses of the club? Food and beverage, culinary, golf, agronomy, racquets, membership, finance, and board governance? In looking at the many departments within the club, in which area do you feel confident? Which area do you know the least?

Put a plan in place to learn. First, meet with your general manager or club president to ask about topics such as club direction, objectives for this year and beyond, the decision-making strategy, and important metrics.

Second, spend time with your department heads. Ask questions. How does your business run? How do you measure success? What metrics drive your decisions? What’s going well and where are your pain points?

Third, gather information from boards and committees to better understand what’s important to the membership. Attend a board meeting, review board reports, understand the member survey results, and understand the long-term strategies and capital plans.

Finally, use the professional development resources available to you. Pushing outside your comfort zone and attending education events you know nothing about will make you a better HR leader.

The Club Management Association of America is a great place to start. Attend local CMAA chapter meetings and connect with colleagues from other clubs to better understand the club business. Read club business content from thought leaders on LinkedIn. Set a goal and action steps to enhance your club business knowledge.

Know the trends: HR leaders must stay ahead of trends affecting our business.

Anticipating changes in areas such as the labor market can help our clubs thrive when transition happens. It is no secret (at least, not in the HR world) that the labor pool has been shrinking. Although COVID-19 accelerated it, it’s been trending down for decades as birth rates decrease and Baby Boomers retire.

As such, HR leaders in tune with this trend should work with leaders to explore adjustments in the operation, incorporating more technology and self-service, and driving openness to creative/flexible staffing models. They should also work closely with department heads to create a proactive recruitment strategy to grow their own talent and connect in the community to create stronger talent pipelines. Additionally, staying ahead of legal trends affecting our workplaces can pay dividends in the long term. Topics such as pay equity, workplace privacy, employee classifications, arbitration agreements, mental health, workplace violence,

Jodie J. Cunningham, SPHR, SHRM-SCP is an HR/talent strategist, search and consulting executive for Kopplin Kuebler & Wallace and can be reached at jodie@kkandw.com or (602) 690-1074.

Fosters Member Experience Exchange 2022 DISTINGUISHED IDEAS SUMMIT

COVER STORY BY DAVE WHITE, EDITOR

“BoardRoom’s Distinguished Clubs are truly a special grouping of private clubs…exceptional clubs based on their extraordinary delivery of a first-class Member Experience to every one of their members.

“We’ve realize that what we’ve created allows us to showcase the most outstanding private clubs across the country. It’s a model with a message that can help private clubs grow and enhance their member experience,” expressed John Fornaro, CEO of BoardRoom magazine and one of the innovators behind the Distinguished Club Program.

And the Distinguished Ideas Summit, a highlight each year, marks an exclusive gathering of general managers of the most prestigious and successful private clubs. This is a private event for Distinguished Clubs only...a benefit that accrues to Distinguished Clubs and Distinguished Golf Destinations

General managers from 130 of the top Distinguished Clubs across the country gathered recently in southwestern Florida to exchange ideas and discussion. Because every club has unique ideas and every club is unique, the Distinguished Idea Summit brings out some of those ideas in a format that has worked. It’s quick and it’s a meaningful learning environment.

“We’ve never had a conference on the west side of Florida and chose this area and six clubs because of their size (very similar to most attending clubs), excellent management and staff, with every club providing their members with unique member experiences,” Fornaro added.

The six clubs included West Bay Club in Estero, FL; Audubon Country Club, Naples, FL; Wyndemere Country Club, Naples, FL; The Club at Mediterra, Naples, FL; Bonita Bay Club, Bonita Springs, FL and Quail West Golf and Country Club, Naples FL.

“Tom Tripoli, one of the country’s top general managers of the Troon-managed West Bay Club, hosted our event. We choose West Bay Club because of Tom. He showed representatives from all 130 clubs his skills as a great manager and the wonderful staff that works with him. Together they provided an excellent experience for all our Distinguished Club attendees.

“We sincerely appreciate the assistance and thank the West Bay Club board of directors and members for allowing us to have our yearly Ideas Summit at their club,” Fornaro expressed.

The event also featured Tom Spaulding, one of the premier speakers in the country, along with others who provided information and focused on member experience topics.

“While West Bay Club hosted our event, our attendees also visited the other five clubs in less than seven hours. It’s incredible to see what these managers create and execute, from staff lounges and re-invented food areas to innovative spas, bars and lounges. If you’re ever in the Naples area, I’d suggest visiting these clubs,” Fornaro said.

“Tom Tripoli hosted us in three different West Bay venues, from around the pool for dinner, to the clubhouse for cocktails, music and dessert, and then across the street at West Bay’s lounge for nightcaps and cigars. The evening ended with memorable fireworks.”

An additional event highlight witnessed Dick Kopplin, principal with Kopplin, Kuebler and Wallace, being honored as a Distinguished Club Lifetime Achievement recipient.

“BoardRoom’s Distinguished Clubs are truly a special grouping of private clubs…exceptional clubs based on their extraordinary delivery of a first-class Member Experience to every one of their members,” explained Keith Jarrett, president of BoardRoom’s Distinguished Club program.

“The Distinguished Ideas Summit is the most exclusive gathering of general managers of these most prestigious and successful private clubs. This private invitation-only event has been created specifically for and is attended only by fellow general managers of currently-awarded Distinguished Clubs.

“When we were developing the concept of the Distinguished Ideas Summit, we started with the usual way of thinking… then we paused and thought…these are the best clubs in the world with the best GMs in the world and they have the best

ideas that they implement at their clubs, why not have them present member experience ideas to themselves? And so, the format was born,” explained Jarrett.

“So, every year, during our onsite surveys of clubs, we look at the unique ideas that we haven’t seen before and then ask that GM to be a Summit presenter. The ideas are relevant and fresh and all the managers love it.

“We believe the Distinguished Ideas Summit is one of the best benefits of earning and retaining Distinguished Clubs status,” Jarrett added.

“Distinguished Ideas Summit is not just an event but a different way of learning about what works for private clubs. The Distinguished Clubs award program aims to vitalize and preserve private clubs by fostering a ceaseless drive to improve the Member Experience offered by private clubs worldwide,” added Fornaro.

“Often, some people just don’t get what our Distinguished Clubs program is about. They’re wondering why we’re helping the country’s

top clubs. In reality, the program and process are much, much more than that. The top clubs, because they’re the innovators, are helping many lower-tiered clubs, and we’re the facilitator.

They’re incubators for ideas, thoughts and action,” Fornaro commented.

The Distinguished Ideas Summit in southwestern Florida happened just before Hurricane Ian made landfall in late September and unleashed havoc on many private clubs in the area. For many, it was all hands on deck as the clubs coped with the damage while also responding to some of the needs of their members.

“I know many general managers and their staffs worked determinedly to serve their members and repair the damage caused by Hurricane Ian. Unfortunately, many of these clubs have had to rebuild because of the hurricane, and I’d like to thank Michael McCarthy, CEO of Addison Reserve Country Club in Boca Raton, FL, for helping with the rebuilding,” Fornaro concluded. BR

COVER PHOTO: Peyton Schaefer, Creative Director at AdVenture SWFL

COVER GATEFOLD AND COVER STORY PHOTOS: Maximilian Trullenque, AdVenture SWFL Photographer with contributions by Jeff Briggs

WEST BAY CLUB The Journey From Obscurity, to Prominence, to Dominance

BY DAVE WHITE, EDITOR

There are places where every aspect of life comes together with ease...and inspiration.

West Bay Club takes full advantage of a natural setting like no other – a sanctuary of southwest Florida’s most notable golf and wildlife, accented by Estero Bay and the open waters of the Gulf of Mexico.

West Bay’s Pete and P.B. Dye Course, enhanced by Fry/ Straka in 2018, offers a playing experience that is as much a walk with nature as it is a round of golf. However, this is far more than a luxury community and private golf club.

Across nine distinct neighborhoods and a comprehensive selection of community and club amenities, at the heart of West Bay is its people...friendly and welcoming, earmarked by their unique caring culture. This is expressed through the philanthropic efforts of the members and residents with the establishment of the West Bay Community Charitable Foundation, which has distributed well over $1 million to selected local non-profits.

Previously, in the shadows of this heavily private club landscaped area, the Estero, FL, club has skyrocketed to the forefront of southwest Florida’s private club scene. The club’s initiation fee has climbed over 300 percent while maintaining two waiting lists in less than four years. Additionally, West Bay Club has been recognized as a Distinguished Club since 2019.

“Fouryearsago,WestBayembarkedonajourneytobecome one of the premier clubs in SW Florida. With the recent upgrades to our facilities, and the harmonious, friendly and social atmosphere, West Bay Club is a special place to live, play and make friends for life!”

- David Vite, member and resident

The sustained level of accomplishment as a Distinguished Club with Elite designation is possible because of highly tenured professional staff led by GM/COO Tom Tripoli, experienced and attentive boards and committees, and a strong long-term strategic plan focused on the superior quality of facilities, services and the highest level of member satisfaction. West Bay also benefits from its alliance relationship with Troon Privé.

The journey from prominence to dominance took a major step as West Bay was ‘honored’ to be selected as a host for the Distinguished Clubs’ Ideas Summit 2022, welcoming over 130 club professionals worldwide, the first time the Ideas Summit event has been held on Florida’s west coast.

“As the host club, we were elated by the prestigious recognition for our members and excited for the challenge for our employee associates to meet and exceed the expectations of the best of the best in this great industry of ours,” said general manager Tom Tripoli.

As West Bay secures its dominant position in the industry, its focus continues to be on what drives the staff – exceeding the expectations of its members, residents and guests every day. BR

“What has been accomplished the past few years is nothing short of amazing. We’ve always been proud of our top-rated Dye golf course, situated amid beautiful and protected natural environs. Now, combined with the $20 million renovation of facilities and services to match, West Bay is enjoying elevated status. The sky’s the limit for us!”

“We are extremely proud of our Club. Tom and his team have created venues that have become iconic at West Bay. From the Signature Bar, to Happy Hour at the Niblick, to our Wine Club — the list goes on. There is always a great experience waiting for our members at the club.”

- David Heiman, golf club president

- Gene Delaney, past golf club president

THE NIBLICK

BAY HOUSE

WEST BAY GOLF CLUB

BEACH CLUB COMING FALL 2023

AUDUBON COUNTRY CLUB

Simple, Yet Strong Values

Perfectly located, Audubon Country Club is one of the most prestigious and private residential golf course communities in Naples, Florida, just minutes from the beaches and Gulf of Mexico.

Life at Audubon is defined by its surroundings – breathtaking coastal terrains and plush greenery immaculately preserved by our role as a certified Audubon Cooperative Sanctuary.

“With support from our staff and the entire community, our environmental stewardship allows us to give back and preserve our beautiful park-like setting. With only 401 doors on over 750 acres, Audubon is one of the lowest-density communities in Naples. Twenty-eight lakes are interspersed throughout the property and more than half of the acreage is dedicated to preserve areas. As a result, residents enjoy a setting with mature trees, flowering plants, and an abundance of wildlife in 14 architecturally harmonious neighborhoods,” commented the club’s general manager, Michael Rodriguez.

On a years-long waitlist for golf memberships, Audubon’s 460 members have access to superior activities, best-in-class service and high-quality facilities. From the manicured greens of the 18-hole golf course to the seven Har-Tru tennis courts, the vibrancy of life at Audubon is impossible to ignore.

Beyond golf and amenities, the club’s energizing buzz is fueled by Audubon’s members and their passion for the activities they love. Audubon also features a stateof-the-art fitness facility, a bustling lifestyle center with pickleball nearby, croquet by the expansive clubhouse and kayaking at the boardwalk.

“Our values are simple, yet strong, and are founded on the underlying principle to offer welcoming and unpretentious membership. Our team cares deeply about member satisfaction with a focus on mutual respect and transparency,” Rodriguez added.

During the BoardRoom Distinguished Ideas Summit 22 , more than 130 general managers from BoardRoom Distinguished Clubs across the country visited Audubon Country Club to tour the new lifestyle center. The 19,000 square foot, two-story, $7.5 million amenity, completed in August 2020, houses the club’s fitness center, tennis shop, and Courtside Café.

The new building is adjacent to the club’s bocce courts, tennis courts and pickleball courts. Courtside Café features an indoor/outdoor bar separated by a NanaWall that slides open for the gorgeous fall and winter months. The second floor encompasses strength and cardio areas, two exercise rooms for fitness classes, a massage waiting

lounge, two massage treatment rooms, and men’s and ladies’ day locker rooms.

“The Lifestyle Center puts us at the forefront of facilities in terms of fitness,” explained Michael Rodriguez. “It’s a place where you can be in the community, get in your golf cart and drive to the Courtside Café, have a craft beer and sit outside by the firepits. It’s a great gathering spot and a spectacular place for everybody to enjoy each other’s company.” BR

The Unique Yin and Yang of

BONITA BAY CLUB

The ‘Why’ of BBC– Bonita Bay Club is a memberowned club focused on enhancing the active lifestyles of its members.

“With our five golf courses, Bonita Bay Club is among the largest among private clubs in Florida. And the array of amenities is vast. Yet the words that come to every new and tenured member’s lips are ‘friendly, welcoming, unpretentious, active, beautiful,’” expressed Fred Fung, Bonita Bay Club’s general manager and chief executive officer.

Bonita Bay Club is located along the shores of Estero Bay in Bonita Springs within a community of 2,400 acres of lush west Florida land, much of which is Audubon-designated. Golf memberships number 1,250 with another 780 in the sports and house categories.

“This rare way of being draws its origins from several interwoven facets,” he added.

Member-owned vibrancy – Established by a forwardthinking developer in 1985, the club found new owners – its ferociously loyal and motivated members - when the economy stumbled in 2008. This esprit de corps has been a driving force for both excellence and down-home warmth. The BBC persona is often cited as being highly accomplished yet understated.

Vision that anticipates evolving member tastes and interests – Bonita Bay has been the vanguard for progressive amenity development in southwest Florida, meeting the interests of emerging member demographics.

Bonita Bay Club Members Enjoy

• Six restaurants including fine dining

• Five golf courses on two campuses

• Three golf ranges, one with Top Tracer

• 2.5 acre short-game practice area

• Sixty teaching professionals for golf, racquets, fitness, croquet

• Swing analysis studio; custom club fitting

• 18 tennis courts; one in stadium format

• 10 pickleball courts

• Croquet lawn

• Resort style pool

• 20,000 square foot fitness center

• Spa and salon of over 9,000 square feet.

• Three retail shops; two award-winning

Shortly, the fourth and fifth course renovations will be underway in the multi-milliondollar golf master plan. This five-year undertaking re-fashions each course to be in step with modern golfers’ expectations and skills. On the short horizon as well is the re-build of the Naples campus clubhouse and, keeping pace with technology in the sport, the construction of two golf performance centers on the main campus. To satisfy the growing appetite for social and food and beverage options, a new main clubhouse is next on the docket for review.

Member accommodation…without compromise – Here’s an example of how BBC preserves small club warm and fuzzy. New member applicants ballooned waiting lists and it was essential that the existing member experience across BBC amenities was in no way compromised. It was also important that those who were the future of the club felt engaged. So, a tiered waiting list structure was created with scaled privileges that safeguarded overall access.

At time of writing, tiered waiting lists accounted for an additional 180 in the wings to succeed these as they move toward a full golf membership.

The magic of tenured staff – The club boasts a remarkable 30 employees with 20 years or more of service. The average tenure of senior managers is 18 years. This speaks of commitment and expertise as well as, importantly, the level of personalized and knowledgeable service members experience.

Fiscal prudence with expansive vision –The management team’s acumen contributes to the fiscal success Bonita Bay Club enjoys. Annually, across all financial metrics, BBC outperforms its peer group. The result? Since 2010, an aggressive expansion of amenities, beloved by members, without project assessments. Now, that’s what makes members feel loved!

BBC’s fitness facility is the largest TechnoGym installation in a private club in the U.S. Summit visitors saw how the same advanced technology is available to staff in their own dedicated facility, one part of the club’s wellness program and a valued perk in an environment where employee retention is key.

Finally, lest one of those details that delight be overlooked…the self-serve soft icecream machine in the clubhouse has been a big hit with members. BR

THE CLUB AT MEDITERRA Offers Safety, Comfort and Memorable Experiences

The Club at Mediterra, located in the lushly landscaped community of Mediterra in idyllic Naples, Florida, is a 1,700-acre, gated, master-planned community with less than 930 residences and more than 1,000 acres of nature preserve.

The community, designed with the intimacy, charm and classical style of Italy’s Amalfi Coast, has been named the community-of-the-year an unprecedented 12 times in 16 years.

The Club offers a full complement of premier amenities, including 36 holes of Tom Faziodesigned golf with a learning center, eight Har-Tru clay tennis courts, seven gel-coated Pickleball Courts, four Har-Tru clay bocce courts, two pools, spa services, a fitness and wellness center and a private beach club overlooking the tranquil blue water and white sand of the Gulf of Mexico.

The Piazza, central to the Club’s inviting culture, is home to the stunning clubhouse and grand lawn featuring unparalleled dining experiences from fine to casual and memorable social events from soirees, all masterfully executed by a highly decorated team of culinarians dedicated to excellence.

Among its many awards, The Club at Mediterra is a Distinguished Club with Elite designation, putting Mediterra in the world’s top five percent of country clubs.

The Club received an Aurora Award for Best Residential Development within the southeastern U.S. and has also been named the “Best Place to Retire in Florida” and 10th in the world by Best Retirement Destinations.

Prevo Health named The Club at Mediterra one of the healthiest clubs in the U.S. and was the first private residential club to be honored with a “Green” certification. In addition, the Club is home to the world’s first golf course to be recognized as an Audubon Silver Sanctuary.

The European-chic clubhouse, boasting nearly 70,000 square feet of space, greets guests with custom modern Italian decor that sets the stage for the active and energetic social life within the sought-after community. The Club’s Tavern and Terraces, fire pit patios and atrium feature unparalleled al fresco dining.

The clubhouse at Mediterra provides an energetic club life with live entertainment, creative dining, and a full social calendar of events. Various indoor and outdoor seating venues offer lively and intimate options, with the spectacular backdrop of acres of preserve and the finishing 18th hole on both the North and the South Courses.

The Club at Mediterra continually seeks to update and reinvent its member spaces, programs and amenities by prioritizing member safety, comfort and memorable experiences honoring the lifelong friendships forged there. The Club is also uniquely focused on going further to recreate and re-imagine the team experiences.

The Club at Mediterra believes that developing a strong culture is the key to success in any organization. In its relentless pursuit of that goal, the Club took a developer-inherited infrastructure and ‘rebuilt’ a club, creating a staff culture never before conceived.

The Club’s “lower level” is now a bustling area of activity dedicated to the team and features:

• A learning library with over 900 book titles ranging from hobbies to leadership, as well as lounge chairs, charging stations and iPads for the team to relax and recharge

• An upgraded break room with multiple seating options, including booths, bar stools and communal tables; a beautiful view of the golf courses; multiple televisions and an all-day snack bar.

• A “Medi-room”, a technology-rich team boardroom, hosts various departmental meetings, webinars and educational sessions available for all teammates throughout the season

• Employee locker rooms stocked with the same amenities found in the member locker rooms

• A team store with merchandise designed specifically by the team, for the team, and

• The “magnetic wall of greatness” showcasing photos of all teammates, when they joined the team, where they are from and their favorite food and movie.

This forward-thinking investment solidified the culture at Mediterra as truly one of caring, passion and innovation. The Club at Mediterra story continues to evolve as the trendsetter in Naples. Mediterra continually seeks to reinvest and reinvent itself while remaining steadfast stewards of exceptional hospitality and environmental responsibility, keeping members and staff first. BR

QUAIL WEST GOLF AND COUNTRY CLUB

Excellence Has an Address

Established in 1992 and led since 2016 by Tony D’Errico, CCM, CCE, chief operating officer, with the assistance of visionary governance and a dedicated management team, Quail West has evolved into an acclaimed industry leader with a strong financial position, excellent operational efficiencies, and a dynamic lifestyle.

Embracing our mission statement to be the preferred residential country club and workplace in Southwest Florida, Quail West was honored to host the BoardRoom Distinguished Ideas Summit tour.

“We were delighted and excited for the opportunity to showcase a glimpse of our world-class facilities to the discerning club managers attending the tour of the distinguished Quail West facility in beautiful Naples, Florida,” explained Tony D’Errico, Quail West’s chief operating officer and 2019 Club Executive of the Year.

“It’s the QW lifestyle that sets us apart. ‘Friendly, caring, welcoming, inclusive, engaged, and respectful’ are words our newest members use when they describe their first impression of the QW culture and lifestyle. It’s a culture and lifestyle established over the years by committed and engaged members who call QW their little slice of paradise.

“We work hard to pursue that passion every single day! As a result, the culture is not only welcoming and inclusive but also richly diverse and one that fosters continuous growth for everyone and remains an integral part of our strategic imperatives, defining Quail West as a community,” D’Errico added.

Quail West encompasses a consistently expansive array of spectacular amenities, impeccably renovated, all designed to provide the functional lifestyle elements that are of the most importance to our membership. This allows the Quail West team to provide efficient and exceptional service effortlessly. Behind the scenes, the thoughtful design of the exceptional facilities supports and enables the high standards of delivery required for optimum member experiences.

The magnificent clubhouse is the centerpiece of our vibrant community, fulfilling all the lifestyle needs of Quail West’s discerning membership in a transitionally elegant setting. An impressive entrance, surrounded by a cascading water feature set amongst lush tropical landscaping, sets the tone for what lies beyond the beautifully crafted doors under the expansive Porte Cochere.

As the clubhouse has evolved over the years, the recent $34 million renovation has not only expanded the footprint of the two-story building to over 100,000 square feet but also preserved and enhanced the understated sophistication while embracing the transition from the country club of a previous generation. Vibrant and welcoming, with polished wood features, contemporary artwork, and an abundance of designer finishes in neutral tones enhanced by swatches of color, the atmosphere immediately soothes and welcomes members of all ages from all corners of the world.

The clubhouse also incorporates an expansive fitness and wellness building, a newly designed golf professional shop and elaborate indoor and outdoor dining enhancements, plus a complete renovation of the culinary areas that serve all dining venues.

Quail West offers a purposefully reinvented racquet sports complex, an indoor lagoonstyle junior Olympic-sized pool, a full-service salon and spa, two acclaimed Arthur Hills championship golf courses and a wealth of lifestyle enrichment amenities.

While undeniably impressive, from both an architectural and design perspective, the Quail West clubhouse is much more than just a building. The clubhouse allows Quail West’s members the opportunity to feel pride in ownership and experience the satisfaction and joy of belonging to a club that puts their wants and needs first in the most spectacular way.

“With limited time on the tour schedule, we particularly wanted to showcase what we believe to be our best-in-class casual dining facilities (Marketplace and Cypress Grille). In addition, members have an eclectic array of dining options. Still, our expansive casual dining facilities are always in high demand, offering innovative culinary delights and sophisticated yet comfortable opportunities to relax and unwind in a beautiful lakeside setting with wraparound outdoor terraces that offer the ultimate in Florida living,” D’Errico commented.

The club’s expansive fitness and wellness center allows members to train hard or just maintain the optimum lifestyle improvements that sustain the quality of life. Incorporating personalized exercise programming, relaxation techniques and wellness education optimizes member fulfillment.

Quail West is honored to be a BoardRoom Distinguished Club and will continue to embrace the many elements that make us the most inclusive, exclusive club in Southwest Florida! BR

WYNDEMERE COUNTRY CLUB

Committed to Exceptionalism

A masterpiece Arthur Hills-designed 27-hole golf course nestled inside one of the most centrally located communities in Naples, FL, Wyndemere continues to push the boundaries of private country club living in Southwest Florida.

Wyndemere’s membership remains active 365 days a year, using a full suite of amenities with a vibrant calendar of club events and activities that enable members to live a lifestyle keeping them looking and feeling their best.

The club’s amenity package was recently enhanced in March 2022 with the completion of a $21 million renovation featuring a contemporary 20,000-square-foot fitness facility offering an array of group class and spa services and a resort-style infinity pool complex.

The Tiebreaker, a contemporary casual-dining facility, allows 250 members and guests to enjoy lush views of the resort pool and driving range. In addition, Wyndemere features 10

Har-Tru tennis courts, a resort-style infinity pool complex, pickleball, bocce and croquet courts.

Wyndemere’s recently renovated facilities were featured as one of five Southwest Florida clubs during the 2022 Distinguished Ideas Summit Tour.

“The entire team at Wyndemere was honored to host this widespread group of industry leaders from our fellow BoardRoom Distinguished Clubs from around the country,” stated Wyndemere’s Chief Executive Officer Ryan Cozzetto.

Summit attendees experienced the club’s take on modern contemporary casual cuisine in The Tiebreaker, engaged in light bites and sweet treats in the Grab & Go Café, and toured the modernized spa and fitness facilities.

They also toured the Tiebreaker’s renovated facilities, featuring the President’s Room, a private dining “Chef’s Table Experience” for up to 16 with extensive wine storage capabilities, a racquet sports shop showcasing the modern fashion demands of an active member lifestyle, and the Grab & Go Café where members can quickly receive health-inspired smoothies, specialty coffee selections and fresh breakfast options.

From the Tiebreaker, the group toured the integrated resort-style pool to the fitness, wellness, and spa building, where staff led attendees through a full suite of spa amenities, physical therapy areas, group exercise rooms and more.

“Wyndemere Country Club is famous for its warm and welcoming culture,” added Cozzetto. “It’s one big family at the club. This includes the wonderful membership and dedicated team of employees responsible for delivering exceptional experiences, member services and premier amenities. Our staff members are vigilant in chasing our mission of excellence by providing the most exceptional levels of service for our members, their families, and guests,” he concluded.

Wyndemere boasts an incredible location in Naples, FL – just 10 minutes from the Gulf of Mexico. Downtown Naples and the airport provide convenient access to all our beautiful city has to offer. With everything Wyndemere has to offer, there is truly something for everyone within our community. BR

The Club at ArrowCreek

JOHN R. COCHRAN

Xenophilia Means Loving the Strangers We Serve

There are people whom you admire for a variety of reasons. One cause for admiration is when people show us that they are naturally able to make others feel welcome and comfortable in their presence.

These are the folks who brighten the days of everyone around them. They demonstrate love for their friends and strangers alike. They are xenophiles.

You may be more familiar with the term xenophobia, the fear of those who are different. Xenophilia is the opposite and is expressed by a person who “loves” strangers. We’re talking about the love of people in much the same way we talk about the love of a sport. It is not to be confused with something romantic or sexual.

Xenophiles in the hospitality industry are usually the best of our talent because their welcoming attitude is a natural part of who they are. To develop ourselves and our talent to be more like the xenophiles who make it look so easy, we need to be intentional about showing the strangers we serve that we

Here is a tool you can use to evaluate yourself

The Understanding Technique

5 = Always 4 = Usually 3 = Sometimes 2 = Rarely 1 = Never

I make it a daily practice to recognize something about the other.

5 4 3 2 1

When appropriate, I use recognition as a vehicle to ask a question.

5 4 3 2 1

EXECUTIVE COMMITTEE

Golf Pro Crisis and Its Impact on Clubs

A while back, Golf Digest ran an article, “The Club Pro Crisis,” that talked about the long hours, low pay and dwindling numbers of people entering the business.

Combined with the fact that there are about 2,000 fewer golf course facilities (12.5 percent) than in 2005 in the United States, the opportunities aren’t as plentiful, and it stands to reason young men and women interested in golf as a career are seeking other options.

At some clubs, there is a consolidation of multiple roles, where the GM, the golf course superintendent or the retail specialist may handle the duties a golf pro once handled. How does this impact golf course and club economics?

Some clubs feel they can get along without the services of a golf professional, who many perceive as being one of many golfers with professional playing aspirations who didn’t make it.

PGA members go through a rigid series of educational programs and apprenticeships, including a playing ability test, to become certified as PGA members. A club pro’s duties may include any number or all of the following:

• Instructor

• Organizer/supervisor

• Event manager

• Merchandiser

• Public relations agent

• General manager

• Food and beverage manager

• Starter/ranger

• Superintendent.

Most of the upper echelon of pros would probably tell you it doesn’t stop there. To me, the real impact is probably in public relations, maybe more accurately “golf ambassador.” The golf professional (as opposed to the professional golfer) sometimes plays an outsized role in the experience of golfers of all levels of skill and enthusiasm.

In some instances, the head pro becomes the face and image of the club. The head pro is the first point of contact for new members and young people taking up the game, often the trusted instructor, and going forward the source of golf equipment, attire and even travel advice.

It’s typically the pro who arranges games, authorizes access and manages play. The golf professional or the golf

professional’s staff impacts almost every player at any golf facility.

Golf professionals, like most vocations, come in many shapes and sizes. There are strong players, some with a background of playing the PGA Tour. There are the “managers,” who are most adept at operating and managing a golf facility, serving patrons and members and running events.

The “personalities” are skilled at attracting patrons, selling memberships and influencing the atmosphere. The best professionals combine all these traits and are adept at running what is essentially a hospitality enterprise.

Unfortunately, there is limited diversity among golf professionals. Currently, there are only four players of color on the PGA Tour (Tiger Woods, Cameron Champ, Wyatt Worthington and Harold Varner III). Of the PGA’s 29,000-plus members, reportedly only 186 are African American.

There are also only four African American players on the LPGA Tour, but many Asian-born players as well as Americans of Asian heritage. I can’t remember the last time I encountered a minority head professional at any course, and while their numbers are growing, women are similarly under-represented in the world of club golf professionals. Golf professionals influence the culture of any course or club.

While the dearth of new young talent entering the profession may make opportunities for more diversity, the pro has an outsized influence on the experience of many golfers and can be the one person who influences the new golfer whether to stick with it or seek other activities.

This means that clubs and courses need to recognize the value a well-trained pro brings to the club, and the PGA needs to develop its educational programs and training to ensure that young professionals realize that golf is a hospitality business, at all levels.

åIt’s not at all uncommon for golfers to make decisions on where to play, what club to join, where to continue membership, or how enthused they are about the game based on the relationship developed with the club pro.

The golf pro crisis is real and like many other industries in today’s tight labor market, clubs’ economic success could depend on attracting talent capable for these positions and training the talent in a wider variety of skills than traditionally thought of for club pros. BR

LARRY HIRSH

Larry Hirsh, CRE, MAI, SGA, FRICS is the president of Golf Property Analysts (www.golfprop.com), a leading golf and club property consulting, appraisal and brokerage firm based in Philadelphia. He blogs on a variety of club and appraisal issues at http://blog.golfprop.com. He is the author of “The Culture of Golf - Isn’t It Just a Game?” available at: https://golfprop.com/the-culture-of-golf/

How Are You Spending Your Offseason?

For most clubs outside of the sunbelt, this is the offseason, when the pace slows and you plan for the high season ahead.

Like athletes working on areas that will help them succeed in the upcoming season, clubs can accomplish similar results by taking a disciplined approach to the offseason. But what would that look like? How does a club leadership team approach the offseason like athletes?

First, assess your most strategic assets, starting with your staff. Staff is usually the number one expense item in a club’s budget, and rightfully so. The staff delivers the member experience, but often leadership fails to recognize the employee base as a strategic asset. On the contrary, you should view staff as your club’s top strategic asset, and select, train and develop staff accordingly.

Specifically, many general managers/chief operating officers and their teams have logged significant hours since the COVID-19 lockdowns of spring 2020. Golf has been on a historic run of popularity and engagement, creating tremendous demand for access and service at clubs across the country. Ensuring staff has time to recharge is imperative as clubs plan for robust usage in the year ahead. All assets require downtime to be tuned up for the work ahead, and the staff is no exception.

The board of directors is another often-overlooked strategic asset. This is a mistake. A high-functioning, future-focused board can have a profound impact on a club’s success. If your board doesn’t meet in the winter, perhaps you can use that time for specialized training for key roles, such as the chair or treasurer. Or you can hold a formal orientation for new board members, or a retreat for the entire board to help members better understand trends impacting private clubs and the characteristics of highly effective boards.

Next, assess your waitlist. According to Club Benchmarking research, more than 50 percent of clubs have a waitlist for membership. If you are one of those clubs, understanding your annual member turnover and projecting how long that waitlist will continue are critical factors in long-term financial planning.

While inflation appears to have moderated slightly, it remains at historically high levels. With the real possibility of the US economy experiencing a recession in the year ahead, clubs should be developing plans for how job loss and re-

duction in discretionary income will impact members and, by extension, the club.

Several large employers, including Amazon, Meta and Twitter, have already announced massive layoffs, and others may follow suit. These actions almost assuredly will impact private clubs in certain areas.

Capital needs are another area that you can review in the offseason. Are your obligatory capital (existing assets) needs fully funded? If not, in times of full memberships and increased activity, ensuring that you fund the inevitable repair and replacement of your current assets is critical.

Similarly, are your goals for aspirational capital (new amenities) funded appropriately? Along these lines, ensuring that your capital reserve study and capital strategies modeling are up to date is important.

The offseason is a great time to review and plan for the upcoming season’s programming. Increased activity over the past few years suggests that clubs are on the right track with the programs offered, but past attendance doesn’t guarantee future interest, especially if economic headwinds come into play. Enhancing and improving your programming every year is imperative.

You should also review your vendor relationships annually. Likely, your club and your vendors have experienced similar levels of success over the past few years, but this may not be the case in the coming year. Accordingly, understanding how your vendor partners will work with you if usage declines in the coming year is important to resolve now, instead of during the high season.

Finally, now is the time to develop a comprehensive communication plan for the year ahead. Develop a communication matrix that lists the various types of communication you plan to convey during the year, the intended audiences, and the method of communication (email, text, in-person meetings, regular mail, etc.). Approach communication strategically and holistically, then codify those plans with clear lines of accountability as part of your leadership team’s commitment to treating members like owners and delivering an optimal member experience. BR

Steve Mona, Club Benchmarking’s director of governance and leadership, may be reached at smona@clubbenchmarking.com

Andrew Miller, Account Manager

Colby Spooner, Account Manager

Clubs and HOAs Why Can’t We All Get Along?

For an industry built from the ground up around selling homes by creating an expensive set of golf and country club amenities and the associated lifestyle, it seems odd that master-planned communities are rife with lawsuits and internecine warfare between HOAs and the clubs at their very center.

Real estate developers typically need to make this daunting club investment to reap the “lot premiums” that make their economics work. The residents then need a healthy and well-maintained club amenity to protect and enhance their home values over the long term. And club leaders need community residents to participate in club life and help pay for this crucial amenity. So why doesn’t the seeming alignment of interests keep harmony inside golf communities?

Let’s unpack this decades-long conundrum and focus on some proven solutions. First, the simple economics above do not tell the whole story. While it is true that a developer might spend $25-50 million on country club amenities to sell $400 million of homesites at higher prices over the next 10-20 years, that same developer might try to leave town when most of the lots have been sold without caring too much about the future condition of the club.

as they hoped. The board at Fountains Country Club in Lake Worth, FL, found 20-plus years after taking control of the club in that “unbundled” community (club membership was not required for every lot owner when the developer built it), that it was hard to make the math work with over 50 percent of residents paying nothing for the beautiful amenities.

When the board instituted a membership requirement to remedy the fairness problem, residents sued – and won.

According to Michelle Tanzer, an attorney with Nelson Mullins, courts have consistently ruled that a club or developer cannot retroactively require everyone in the community to share the costs of the club, if that was not the original scheme of the development.

What can be done about one of the single largest areas of litigation in real estate? Our experience in 18 master-planned, gated residential golf communities at Concert Golf Partners tells us that there are several best practices. Getting 1,000 or more households to work toward a common goal requires candid and complete communication.

According to Greg Neal, president of the HOA at Marsh Landing Country Club in Jacksonville, FL, it was critical to share frequent and transparent updates with residents when

If you are a homebuilder or developer with multiple communities in the same location (think Pulte, Toll or Lennar), you might take extra care to preserve a good reputation among local homeowners. But if you are a one-off financial investor seeking to walk away from the messy club business after you have sold most of your lots, why bother?

Take Carl Icahn’s recent exit from Grand Harbor in Vero Beach, FL, where the residents sued Icahn to make good on his capital reserve commitments when he handed the country club over to the residents. If you are a homebuilder or developer with multiple communities in the same location (think Pulte, Toll or Lennar), you might take extra care to preserve a good reputation among local homeowners. But if you are a one-off financial investor seeking to walk away from the messy club business after you have sold most of your lots, why bother?

A second issue arises when club leaders find the economics and governance of running the country club are not as simple

they were recently considering a transition in club ownership from the developer to a professional owner-operator.

Neal and his HOA colleagues reached out to club members and non-members, focusing on enhancing the community club asset for the benefit of everyone’s home values. The HOA voted 92 percent in favor of relinquishing some legal rights and increasing homeowner dues to a degree to ensure a properly funded transition to a top-quality operator, calling it a “home value insurance policy” for all residents. BR

EXECUTIVE COMMITTEE

Cultivating a ‘Well’ Workforce

In August 2021, Forbes wrote that “the future of work is employee well-being.”

Forbes noted that nurturing employee well-being is critical to developing workplace resilience, which was imperative as we rebounded from the COVID-19 pandemic.

Now, as we come out of the pandemic fog, managers are hesitant to increase dues to support higher wages in a tough labor market even though it is well documented that 30 percent of the hospitality workforce left the industry in 2020.

We are in a supply and demand conundrum in the labor market, and it is compounded by employees’ desire to have not just a job but a “well workplace” culture. I find myself referring to a saying I often used after the 2008 recession: It’s time to let DAN go!

Who is DAN? DAN is an acronym that means:

Denial of the current situation. Lost workers, higher wages, expectations of flexible scheduling and a company that cares about its workforce and promotes company values as a recruitment tool. Wages have increased 25-40 percent over pre-pandemic levels, and while we may disagree with the amounts, they are being paid by others in our community, setting a new labor wage standard.

Arrogance. “When I was a teenager, I would’ve been happy to have this job! If they don’t want the schedule we have to offer, then they can go somewhere else.” It’s time to adapt our needs as much as we can to what employees are willing and able to do.

Nostalgic thinking. “I remember when people wanted to work 50 hours a week to get ahead in life! I don’t understand this new generation.” The pandemic changed the expectations of work-life balance to a better work-life relationship.

Yes, it is time to let DAN go and develop a well workplace culture and devote substantial time, attention, and resources to your human capital plan – as much as you would to your strategic plan. Communicate your human capital values and strategic initiatives to the membership for total buy-in – top to bottom, side to side, arm in arm.

Focus on these wellness pillars to create your “well workforce.” Doing so will promote productivity, lower turnover, and positively impact your bottom line.

• Purpose – Purpose anchors companies in a set of values, and employees increasingly want to work for a company whose values match their own. Use your purpose and values as a recruiting and retention tool.

• Career – The pandemic led a growing number of workers to reevaluate their career goals. Being motivated to achieve goals and liking what we do gives life meaning. Promote growth opportunities and learning programs.

• Social – Having meaningful friendships in both personal and work life is one of the key predictors of long-term happiness. Clubs can offer and encourage supportive relationships in our employees’ lives through employee activities and events and by teaching managers how to improve their emotional intelligence.

• Financial – Recent studies tell us that financial stress is the No. 1 stressor of our employees, especially with rising costs against a stagnant paycheck. Seek ways to help employees better manage their economic life to reduce stress and increase job security, thereby lowering turnover.

• Community – Everyone would prefer to enjoy where they work, feel safe, and have pride in their work community. Employer sponsorship of community programs is an excellent way to engage and retain employees.

• Physical – Physical wellness embodies many aspects, including exercise, sleep, overall lifestyle, and food choices. We should want our employees to have good health and enough energy to get things done daily. Take a close look at how physical and mental breaks are promoted or discouraged, and then do a quick audit of your employee meal program with a view toward health and wellness.

• Emotional – Even before COVID-19, supporting employee mental health was becoming a greater priority for many clubs. Employee emotional well-being has a profound effect on both employee and organizational effectiveness. A recent Gallup poll found that 70 percent of employee engagement and job satisfaction comes directly from their interactions with their manager. Recognize that leaders must lead with empathy, flexibility, and an openness to what works best for individuals and teams. If you aren’t confident your managers have these emotional intelligence skills, help them to develop the skills they need to impact your team positively.

Yes, investing in your employees takes money, time and effort, but it’s worth it. BR

WHITNEY REID PENNELL

Whitney Reid Pennell, president of RCS Hospitality Group, is a celebrated management consultant, educator, and speaker. RCS specializes in strategic planning, operations consulting, food and beverage management, executive recruitment, and training programs. RCS has been recognized 12 times with BoardRoom Excellence in Achievement Awards, including staff training five times. RCS continues to offer innovative solutions through RCSUniversity.com, an online virtual training portal for employees and managers. For more information, phone (623) 322-0773; or visit the RCS website at www.consultingRCS.com.

EXECUTIVE COMMITTEE

Secrets to Becoming a Great Leader

A 10-year study by Herb Stokes Associates of more than 1,200 members across business and industry revealed the eight attributes consistently exhibited by the leaders we most want to follow.

With dedication, anyone can learn these traits. The leaders that teams most want to follow exhibit these qualities:

Trust: Teams trust and feel trusted by this leader.

Self-secure: Leaders know who they are and therefore are open to feedback, consistent in their actions and behaviors, and have a stabilizing influence on others.

Vision and values: Leaders set a clear direction and communicate in a way that is easy to understand and follow. They “live” the values which they advocate through deeds and actions.

Develops others: Team member growth is a priority. Leaders take the time and the patience to coach and help develop their team members.

Sets high standards: Leaders establish high standards of conduct and performance. Team members are equally held accountable to them. Leaders set even higher standards for themselves.

Role model: The leader is someone to look up to not because of title or stature but because of competence and respectful relationships with team members.

Believes in me: Leaders behave in ways that show they care. Often, team members say the leader has more confidence in them than they had in themselves.

Rewards positive behavior: The leader consistently and frequently finds meaningful ways to recognize the accomplishments and contributions of others.

You can learn these characteristics. But beyond Googling the latest self-improvement books, how can you get started? We all know that we must begin with ourselves to lead others. Focusing on these qualities will help you cultivate more meaningful relationships with people. So for today, let’s start with trust.

TRY THIS ACTIVITY

1. Jot down the names of your team members.

2. Ask yourself, “Have I ever let this person down?” Describe the event, if you did. How was the situation resolved? Did you apologize for letting them down? Is there a reason that they would not trust you?

3. Ask yourself, “Do I trust them?” Yes or No. Some might jump to say, “Hey, if I didn’t trust them, they wouldn’t be on

my team!” That’s fine. Now identify why (or why not) you trust each person.

4. Review your responses. Can you see commonalities between who you trust and who you may not trust?

The trust/risk cycle: In a previous BoardRoom magazine article, “The Secret to Becoming a Trusted Leader,” I explained the interconnected relationship between trust and risk. When you disclose and share information, it can feel like you’re taking a risk, and yet, when you do, it builds trust. The good news is that once you reveal information and build a little trust, it is easier the next time, and the trust/risk cycle builds each time.

You may have heard the word vulnerability used quite a bit in recent months. That’s today’s word for taking a risk –being vulnerable enough to expose a piece of information about yourself or something you know and trusting that the other person will handle it appropriately.

Charles Feltman, author of “The Thin Book of Trust,” defines trust as “choosing to risk making something you value vulnerable to another person’s actions.” He defines distrust as “what is important to me is not safe with this person in this situation (or any situation).”

In the past few months, I heard a speaker on a webinar say, “The opposite of trust is not distrust, it’s control.” I had to write that one down. If we aren’t letting go and letting others learn by doing, we’re doing ourselves, and our team, a disservice. And when you do (let go), it’s an opportunity to build trust.

Now revisit your activity from above. Ask yourself, “What am I willing to let go or delegate in order to try and build trust with my team?”

Leaders aren’t born in a day. We all know that if we build our relationships within the organization, and within each team in the organization, the rest will take care of itself. Take care of your team, and you know that will be reflected in how they take care of the members. It takes work. You must set aside time to work on you … from the inside out.

If you want to take a deep dive into the trust and vulnerability relationship, I recommend anything by Brene Brown or Charles Feltman. Your thoughts, experiences and comments are always welcome. BR

PAMELA B. RADCLIFF Pamela Radcliff is the director of human resources at Hideaway Beach Association on Marco Island, FL. She can be reached at pradclif@hideawaybeachclub.org

EXECUTIVE COMMITTEE

Your Trophy Child Is Now My Board Member

Congratulations, you’ve been elected to the board. Here’s your certificate of accomplishment.

So, you have obtained enough votes by convincing your peers that you have what it takes to run the club. Or they realize that if you’re elected by ballot, they can continue to enjoy all the benefits of membership without having to cancel their tee time or tennis match for meetings.

You have great ideas, but the current board members and staff haven’t used any of your “What if we” or “Why can’t we just” suggestions.

What’s wrong with these people? Don’t they know your ideas are solid, and “a lot of members” feel we should try a few? Do they know how successful you were in your industry before you retired?

their hands to the point of attracting search planes.

Think back of the room Arnold Horshack in an episode of the 1970s sitcom “Welcome Back, Kotter.” The nature of contested elections allows inclusivity, which is not a desirable interest when it comes to who will be sitting on the board. And do not confuse inclusivity with diversity, which is becoming ever more critical in club governance.

The uncontested election begins about three months before the club’s annual meeting with a tap on the shoulder of a club member who is well respected, levelheaded and purposeful. A shoulder tap, while initially flattering, comes with the privilege and responsibility of keeping the club heading in the right direction, so don’t goof it up.

If you’re reading BoardRoom, chances are you’ve been

If you’re reading BoardRoom , chances are you’ve been selected to help carry the torch. Take your time, check your ego, listen, and ask questions. If you’re the smartest person at the board table, your club may already be in trouble. Don’t assume you already know the business because you belong to other clubs. We’re alike, and we’re different at the same time. Just because you eat doesn’t mean you understand food and beverage.

Take the time to educate yourself and think through how all of the departments in a club work like cogs on a sprocket moving through time in unity.

We’re talking top of the food chain. I bet you can’t wait until your first board meeting so you can finally have your ideas documented in the minutes. This is when you inappropriately blurt your idea du jour, sure to cause more than a few eye rolls and the dreaded bovine stare.

Your voice and hands are quivering in sync from the combination of adrenaline, nerves and fear of rejection. Your fellow board members are calculating how much time you have left on your term and wondering who will give you “the talk” afterward.

And this, my friends, is why many clubs work toward uncontested elections.

I say work toward it because the transition takes time. The feelings of popular hidden-agenda candidates will be crushed when the candidates realize that no one will ask them to run for the board despite the candidates raising

selected to help carry the torch. Take your time, check your ego, listen, and ask questions. If you’re the smartest person at the board table, your club may already be in trouble. Don’t assume you already know the business because you belong to other clubs. We’re alike, and we’re different at the same time.

Just because you eat doesn’t mean you understand food and beverage. Take the time to educate yourself and think through how all of the departments in a club work like cogs on a sprocket moving through time in unity.

And once your term is up, support your replacement and don’t meddle in board business. You will receive a nice parting gift, be it a fountain pen, a club-logoed decanter, or, who knows, maybe your very own trophy. Best of luck and don’t forget to celebrate the journey.

All the best. BR

ALAN RAULERSON

Alan Raulerson, CCM, CCE, CAM is the general manager/COO of Wilderness Country Club Inc. and Wilderness Condominium Association Inc. in Naples, FL

CULINARY & CATERING

LYNNE LAFOND DELUCA

Lynne LaFond DeLuca is the executive director of the Association of Club Catering & Event Professionals and a private club industry consultant. In 2016 and 2019, Boardroom magazine awarded her the Gary Player Educator of the Year Award. You can reach her at Lynne@TheACCP.com, or visit the website at www.TheACCP. com. www.facebook.com/AsociationofClubCateringProfessionals, on our LinkedIn Group and Instagram at www.instagram.com/clubcateringpro

New Year’s Resolution for Your Club Kindness Is Key

We are used to making New Year’s resolutions for ourselves, but what about for our clubs?

The beginning of the year is an opportunity for a fresh start, innovation, new ideas and new ways to keep your club and your mission relevant in the eyes of your members and your community.

One of the best ways to show a true sense of community and kindness is to adopt one or several charities that are focused and aligned with your club’s mission and goals. The hospitality industry has many options for charities that give back to our industry and help people in need. Club members love being a part of something “bigger than themselves” and contributing to the greater good. It is also a wonderful lesson to younger club members, a way to instill a sense of giving and compassion at an early age.

Your members will participate in and support events and movements that they connect with emotionally. It also provides them with that “feel-good” satisfaction that their club has helped them to be part of something extraordinary. A great way to determine which charities to adopt is to start with ones your members already support. A quick survey can determine if a charity holds special meaning to your members, and then you can build an event or tournament around the charity.

Aside from your members’ connections to charitable giving projects, many organizations that are “near and dear” to our hearts would appreciate any support you can offer.

CMAA Club Foundation – Each year, The Club Foundation provides critical financial support for club professionals at every stage in their careers. Since 1988, The Club Foundation has awarded more than $8 million in scholarships and grants, providing professional development opportunities, education and research, and essential training for up-and-coming leaders, students, and CMAA chapters.

World Central Kitchen – World Central Kitchen is first to the frontlines, providing meals in response to humanitarian, climate, and community crises. WCK builds resilient food systems with locally led solutions. Chef José Andrés, born and trained in Spain, leads WCK. Andrés was inspired to found World Central Kitchen in 2010 after a devastating earthquake in Haiti, with the support of his wife, Patricia, and his business partner, Rob Wilder, and Wilder’s wife, Robin. Since then,

he’s pursued a mission to fulfill the words of John Steinbeck: “Wherever there’s a fight so that hungry people may eat … we’ll be there.”

CORE: Children of Restaurant Employees – CORE: Children of Restaurant Employees provides financial relief to food and beverage service employees with children when navigating a qualifying circumstance.

ClubsHelp – More than 300 clubs have signed on as members of ClubsHelp, working with our non-profit organization to raise hundreds of thousands of dollars to support causes in local communities. ClubsHelp has earned the support of golf legends Jack Nicklaus and Ernie Els and key supportive partners such as CLIF Bar & Company and Ahead USA. ClubsHelp amplifies the relationship between clubs and their members with causes and charities in local communities, and it provides clubs with tools and resources to assist in times of crisis.

The individual wineries listed below make it part of their mission to give back to their communities. Any support you can offer by adding them to your wine lists, by booking winemaker dinners or by including them in your tasting events helps the causes they support:

Staglin Family Vineyard: Created the Music Festival for Brain Health that raises funds for One Mind.

ONEHOPE: Ten percent of all wine sales go to charity. Every Bottle of ONEHOPE wine supports a meaningful cause.

ZD Wines: The Crush Challenge, hosted by ZD Wines at various Napa Valley locations, raises funds for cancer research.

Wineries coming together for a strong, collective impact Harvest STOMP® Napa Valley Grapegrowers – Napa Valley Grapegrowers STOMP event for farmworkers.

Napa Valley Vintners – Collective Napa Valley – Yearround fundraising for the local Napa Valley community.

Inspire Napa Valley – The event raises money to fight focused on Alzheimer’s disease. BR

How To Stop Doing the Same Thing In F&B and Get Different Results

The food and beverage sector is the largest segment of the hospitality industry, next to its three counterparts – travel and tourism, lodging and recreation.

F&B is easily impacted by external forces, a fact all too familiar to those of us who work within the segment. From labor shortages to wage pressure to supply chain disruptions and everything in between, F&B has had its share of headwinds over the last three years.

It can also be strategically influenced by internal forces— the push and pull from within the system of our operations. As club managers, we have a certain power, and operational decisions are within our control. And this is where we can impact the success (or failure) of food and beverage operations within our clubs.

Albert Einstein said it best: Insanity is doing the same thing over and over again and expecting different results. How we did it yesterday no longer applies. The willingness to take a risk and do things differently is a requisite. And sometimes, we even have to allow things to get harder before they get better.

Take Chick-fil-A’s new three-day workweek. This initiative, introduced at the end of 2022, was an enormous redirection for an industry notorious for long and second-shift hours. The company’s program allows employees who typically worked more than 70 hours a week to condense a full-time, 40-hour work week into three days. According to Business Insider, Chick-fil-A operators who have implemented the program have reported improved employee work-life balance, career growth, and retention.

The answer to our challenges in private club food and beverage is not singular, but it’s possible to unearth some of them with teamwork, self-reflection, good thinking and the willingness to transform. Here are a few ways to ignite the wisdom within your operation.

THINK INSIDE THE BOX

… to think outside of it. Some of our most valuable resources are right under our noses. They are the people who serve food, tend bar and write schedules day in and day out. We can refocus on giving our teams the support and platform to deliver what sometimes seems impossible. It starts

with engaging them in the process of finding ways to become more efficient, more creative, and even more fun.

Operational depth is necessary to create the space to shake things up and reemerge on the other side. Enlist your teams and bring them into the process of reinvention.

START ASKING BETTER QUESTIONS

… to reveal better answers. In the hospitality business, when the road ahead seems unclear or even blocked, it’s good to pause and reevaluate, even question, where you’re headed. How do your members view your dining operations? Do your dining operations reflect what you’re trying to deliver? What is the one thing members get from your club’s dining experience that they can’t get anywhere else? What is your role as a general manager, sous chef or restaurant manager? How have these roles changed or should they change? What key metrics will determine the success or failure of our efforts? How do I increase productivity? Reduce my labor load? How do I make it easier for my current team to execute consistently?

The list can go on. But the point is: Stop asking the same questions. Ask the ones that might reveal different answers.

REMEMBER THAT EXCELLENCE IS

… always excellent. There are no exceptions or sometimes to being excellent. It’s always. The hospitality experience is what we’re all after: seeing everything through the lens of members and guests. Take a walk along the member path and understand the hospitality experience your club is delivering. Find the holes, find the high points, and then fill the voids and accentuate the best parts. Define what excellence (success) means to your club, and align your food and beverage operations to support that vision.

LET NEW IDEAS IN

… and old ones out. The natural response for many is to keep doing something or to do more of it. It’s OK to stop doing something. It creates a window for opportunity. Take a different approach and set a new path. When we stop accepting the “old” solutions, our treasured industry will discover new efficiencies, redefine member experiences, and evolve our food and beverage businesses. BR

Ed Doyle is president of RealFood, Hospitality, Strategy and Design, a Troon company. He graduated from the Culinary Institute of America and has worked in some of the finest kitchens and food service operations in the industry, including a long list of award-winning hotels and restaurants. His culinary accomplishments have been featured in Food & Wine, Restaurant Business, and Food Arts magazines. Ed was recognized as 2021 Adviser of the Year by Golf Inc. magazine for his contributions to club and resort food and beverage. The founder of the RealFood consultancy has been helping clients since 1996 to define, design and deliver unique and memorable hospitality experiences. He can be reached at eddoyle@rfhsd.com, (617) 876-2100.

Club Dining It’s About the ‘Why’

The debate continues.

Yet another article with a provocative headline about losses in the food and beverage department dropped into my email inbox recently.

These articles question the subsidy that is common among dining operations in private clubs, often citing restaurant industry profitability (something quite elusive, by the way) and other arguments to curtail the spending. They have a negative bias toward them as if clubs willfully waste money or don’t know what they are doing.

They’ll pose theories on why clubs lose money in their F&B operation, like too large a menu, too few customers, poor management and improper security. Some cite how clubs with management companies or semi-private operations make money in F&B. An “apples and oranges” view, at best.

The companion pieces never seem to come. Articles titled “Should clubs lose money in their golf operation?” “How much should we lose at the pool each year?” or “What is the correct amount to lose in tennis or fitness?” mustn’t garner the same attention.

Clubs subsidize these activities at a healthy level. All of them are less important (according to survey data) and used by fewer members (meal counts versus any other count) than the dining program but avoid the same level of scrutiny. Club boards are too willing to spend whatever it takes to have the latest and greatest course maintenance equipment, bunkers, grasses or other features on the course, but they will flyspeck the F&B budget as a waste of resources.

Most articles that question the wisdom of subsidizing F&B tend to come from those with an accounting bent. While it is always good to have fiscal discipline, these articles miss both the reasons clubs exist and the role of food and beverage in the business model.

On the business side, clubs are based on the membership model, which means satisfaction and value are the core reasons they exist and succeed. They provide services to drive value. They fund their service bundle from a combination of payments, i.e., fees to use and a portion of dues. Some departments receive more subsidies than others, but most

are subsidized at some level. The end users – the members – expect that they will not pay full price for the services.

Clubs offer components like green fees, guest fees, fitness classes and lessons at rates below the commercial market. It is also true in F&B – at least it should be. Members want a healthy pour at the bar and quality food at less than the market rate, just like they don’t want to feel gouged when they bring a guest to the course or participate in a club event. It is part of the reason for the F&B subsidy but not the most important.

Renowned strategists Jim Collins (“Good to Great”) and Patrick Lencioni (“The Advantage”) encourage business leaders in search of strategic clarity to keep asking the “why.” As in, “Why do we really do what we do?“ It is an exercise to unearth deeper meaning, beyond profits and market need, to the compelling case for your organization’s existence.

So, why do private clubs offer food and beverage in the first place? It certainly makes it convenient to have a meal when members are at the club for other purposes, but it isn’t about convenience. A quality F&B program can be a source of pride for members, but it isn’t about pride. There are plenty of restaurants of all types within shouting distance of most clubs, so it isn’t about filling a supply shortage.

The key lies in connections. Club members are passionate about an activity – perhaps golf, tennis, family activities or working out – but they are most passionate about other people. They are in search of friendships and connections, a sense of belonging and a sense of community. That is the “why” in food and beverage.

All good conversations happen around the bar top or dining table. It is the oil in the connection machine. A net operating cost of several hundred thousand dollars in your multi-million dollar operation is a small price to pay. Many would say it’s priceless. BR

FRANK VAIN

Frank Vain is president of McMahon Group, a consulting and planning firm service to private clubs. He can be reached at fvain@mcmahongroup.com

Framing Governance Foundation for Success

Framing is among the most basic, versatile and powerful human capabilities. In construction, it can make a building solid and enduring; in art, it gives a masterpiece a finishing touch; in club governance, it can provide a successful path to generational stewardship.

Governance, at its core, is a people-centric system. How it is framed (roles and responsibilities, organizational structure, authority, and oversight) will vary across organizations, but the common denominator is that people govern. Unlike with a building or fine art, framing governance to maximize outcomes doesn’t burden operational or capital budgets. You can build great governance without financial capital. It does, however, require human capital and alignment around a clearly articulated strategy and vision.

If people do not align around a common strategy and vision, governance and the organization will fail. As such, the governance imperative for the highest-ranking professional in the organization (CEO/COO/GM) and the board is to successfully align the stakeholders. The primary stakeholders in a club are the members and employees.

Like most things worth pursuing, aligning a diverse and large group of people is hard work. The task is less challenging if you start with the frame of big ideas. Small ideas and minutiae narrow perspectives and cloud judgment. Small ideas restrict innovation, creativity and open-mindedness. Big ideas invite unity around overarching, universal principles and values.

For example, every thoughtful member will agree with the concept of stewardship, which essentially equates to leaving the club better than you found it. Selfless leaders understand and support the principle of preserving, celebrating and honoring the work of the prior generation, with the duty to improve it for the next generation. Start here and you will likely gain momentum and have a quality start to successfully framing your governance model and aligning with your vision.

Gaining further momentum and alignment requires leadership. Empathy and leadership go hand in hand for the best leaders. Know your fellow members, engage the family of employees and be open to fully understand their values,

needs and expectations. Inquiry is a superpower. Ask good questions and listen intently. Understand how members first encountered your club, why they joined, why they stay. This is a valuable frame for understanding how to best nurture current members while creating a club that possesses a relevant vision for existing and future generations of members.

The ability at the board level begins with a thoughtful nominating committee. If the nominating committee understands and embraces the strategy and vision, it will recruit and recommend the most qualified and talented among the members for board service. The recruitment process, anchored by a quality nominating committee, is superior to an open election, which often is divisive and contentious.

Recruiting and nominating is more certain than elections and allows for matching the club’s needs with the talent pool. It also provides the opportunity to intentionally and thoughtfully maximize the diversity of experience of the board.

Clubs attract the best and brightest leaders in their respective communities. Having a process that allows you to align needs and vision is unique and powerful. In a business, you recruit based on needs and you employ a process that attracts the finest. Why would we not use the same framework in our clubs?

Every aspect of governance can target excellence. In its simplest terms, excellence in governance is a matter of will. Will your club choose excellence? Framing each element of governance creates agreement among stakeholders while making each element stand as a formidable target for aligning both leaders and volunteers. Why not choose excellence for your club? BR

Frank Cordeiro is chief operating officer, Colonial Country Club, Fort Worth, TX.

David Mackesey is past president (2013-2015) of Diablo Country Club, and club historian and retired president - The Wine Group, Inc.

How to Tactfully Disagree With Board Members or Committee Chairs

No matter how positive your relationship with your board members or committee chairs is, there will come a time when you may have an alternative view and ultimately disagree.

However, disagreeing doesn’t have to be unpleasant or confrontational. Below are some suggestions.

Decide whether or not you want to disagree. Only some disagreements warrant a rebuttal. You may choose not to speak up if you are relatively new or don’t have sufficient political capital to sway their opinion. You may also choose to go along because there are other issues where you disagree that are much more critical. Pick and choose your disagreements carefully. Refrain from looking at disagreements as singular events but rather as a collection to get a better understanding of the number and frequency of your debates.

Ask clarifying questions. Most defend their position before fully understanding another person’s position or point of view. Many of us try to “tell” our way through tense situations. Becoming overly assertive usually makes the situation worse. Instead, try asking questions — ideally open-ended ones intended to create conversation. Put aside your agenda, ask good questions and have the patience to listen openly to the other person’s answers.

Ask permission to disagree. I typically ask for permission to disagree, especially if that person is at your level of authority or higher.

Create an opportunity for constructive dialogue. Explain your belief that you have a different opinion and ask them to share theirs. For example, if a board member feels you need to do something other than what you believe is in the membership’s best interest, you might start by asking if this is true. Additionally, when discussing your feelings about a disagreement, instead of saying something bothers, angers or upsets you, start by saying, “It saddens me that...” Finally, avoid using judgments like wrong, foolish, shortsighted and narrow-minded, and try using neutral words without an emotional charge.

Identify a shared goal. Before you share your thoughts, think about what other people care about. Discover their motivation for making the recommendation. You are more likely to be heard if you can connect to what is important to them. Work hard at understanding the other person’s perspective.

Show respect for the idea. While you may disagree with the overall hypothesis or position, give credit for and acknowledge points of agreement. Ask questions to understand other perspectives and motivations. Don’t offer facts or solutions. Ask clarifying questions. As they say: listen to understand – not to respond.

Validate their original point. Assuming they are okay with disagreement, be sure to articulate other people’s points of view to confirm you heard them correctly. Expressing their point also signals to them that you are listening and understand their point of view – it doesn’t mean you agree – you have to say it well enough that they know you understand their point of view. It would be best if you did this in a way that is not patronizing and does not signal agreement, lest they misunderstand and believe later that you have been dishonest.

Stay calm and humble. Staying calm and humble while disagreeing is easier said than done. Know that nothing good comes from displaying anger. Reiterate that we are doing our best with the information we have. Our goal is to serve the membership and not a group.

Remind them that it is about the club’s best interests, not about them. Avoid making this about you or them. It is ultimately about the club. So, whenever they go down that path, remind them that this is about the club’s best interests. Ask what other information they want to help them understand what you and the board see.

It’s not personal. At least most of the time. Generally, when someone disagrees with you, it doesn’t mean you are disliked; your idea is opposed or misunderstood. Therefore, a default response might be harmful. So, instead of taking things personally, develop a proactive strategy to inform, influence and guide others. For example, writing a white paper is a great way to achieve an understanding of a given topic.

Acknowledge a board member’s role and authority and your trust in them. Ultimately, a board member has a vote and can use it at their discretion. You might remind them that you understand the responsibility of doing the right thing is on their shoulders. For example, you might say, “I know you care for the club and membership, and I believe that once you have gathered all the facts, you will do what’s in the club’s best interest.” BR

Robert A. Sereci, CCM ECM is the general manager of Medinah Country Club. He can be reached via email: rsereci@medinahcc.org

4 Reasons Why Top Clubs Choose FOOD-TRAK®

We know you have choices when selecting F&B management software for your club. So how do you choose the right system? We believe it is as much or more about talent than about software. If you agree that it takes the best of both, then the choice is easy. The company that started it all 42 years ago is your key to success!

4 Reasons Why our Clients Chose FOOD-TRAK®

a To ensure a successful result, our senior consultants do a deep dive to fully understand your operation, staffing and process flows.

a Working with you, they develop a blueprint for database construction, training and startup based on your specific objectives and time frames.

a Our team builds the database and provides position-targeted training using your data to implement the plan as designed.

a We continue the relationship over the long term to help you get the most benefit from the system and related processes. We do this through ongoing training, consulting and monitoring.

In the final analysis, it’s about talent – your and ours combined – to produce the best possible result.

Our purpose and passion is and will always be to help clubs get as close to their ideal food and beverage cost as possible. We have remained resilient in delivering a turnkey setup giving your employees the confidence and the training to be successful!

HISTORICAL COMMITTEE

TOM NEILL

Tom Neill is president of Private Club Historical (www.clubhistorical.com). His company creates strategic historical plans, discovers club history, designs historical exhibits, displays, books and historical videos. He may be reached at (949) 497-6543 or via email: tom@privateclubhistorical.com

Telling Club Histories Regardless of How Old Clubs Are History

As we move into a decade in which numerous American clubs will be celebrating their centennials, it is worth noting how many clubs of a far newer vintage have wonderful histories to commemorate.

I often have the pleasure of working with such facilities, creating decorative and informative displays which, in addition to enhancing a club’s décor, also demonstrate how much history even a younger club may possess.

A case in point is Grey Oaks Country Club in Naples, FL, a club that turns only 30 this year yet owns a fascinating history. Grey Oaks was founded by direct descendants of Barron Collier, at one time Florida’s largest landowner and the primary developer of the state’s Southwestern region during the 1920s.

Given such roots, the club’s history intermingles with the history of Collier, Naples and, of course, Florida’s greatest natural resource, the Everglades. With all this considered, it was decided to display Grey Oaks’ story in a timeline arranged chronologically within the clubhouse. A collection of words and richly colorful graphics would tell a richer story than one about three decades of living and playing golf.

“We felt that a historical display of this type would really enrich our member experience,” said Don Emery, general manager of Grey Oaks. “It draws people into the clubhouse, of course, but it also gives everyone a real sense of what makes the club so special, and so great a community to be a part of.”

Emery further notes: “Lots of clubs have historical items on display, celebrating various aspects of their heritage. We wanted to integrate all of ours into a timeline to tell the complete story of Grey Oaks in an engaging fashion – and also illustrate parts of our history that many people may not have even known we had. This is vital for the member experience and equally important to educate and build pride in our culture with the staff.”

Speaking from experience, I can vouch for the importance of this chronological approach as it draws viewers into the entirety of a club’s narrative, creating a much greater appreciation of what makes a club special. But this approach also allows a club to provide a complete story, one which often produces long-lost (or overlooked) pieces of history and allows a club to highlight changes, improvements and upcoming events that are going to define its future.

Our work at Grey Oaks reconfirmed something that I’ve learned in my tenure with Private Club Historical: Even clubs that haven’t been around for 75 or 100 years have unique and fascinating stories. Tasteful, attractive historical displays that tell these stories can enhance the ambiance of every clubhouse. BR

doesn’t require a century’s worth of material to be a hugely valuable asset

and history is always in the making, each and every day.

NANCY’S CORNER

NANCY BERKLEY

Nancy Berkley is an expert on women’s golf and junior girls golf in the US. Nancy is a member of the World Golf Foundation Women’s Committee and the National Golf Foundation. Nancy has served on the governing boards of two golf clubs and is on the green and marketing committees at Frenchman’s Creek Beach & Country Club.

Meet the Movers and Shakers In the History of Women’s Golf

It begins in 1552 with Mary, Queen of Scots, who learned to play golf when she was young. She played golf regularly in England and also on her frequent visits to France.

Several paintings document her on a golf course. Cadets served as her caddies and watched where her golf balls landed. She was probably the earliest and most famous mover and shaker in golf.

1934 - The Women’s Tournament Committee of the USGA becomes the Women’s Committee of the USGA. With broader oversight of women’s golf, the role of the USGA as a mover and shaker is recognized. It would not be many more years before women were invited to be members of the USGA board of governors.

1936 – The National Golf Foundation is established to fos ter golf’s growth and economic vitality.

Two books I wrote for the NGF focus on the golf industry. The first, about careers in golf, was published in 2001. There was a wave of career books at the time, but nothing had been written about careers in the expanding golf industry.

The second book, “Women Welcome Here,” was published in 2003 and is the first book specifically about women’s golf by the NGF. That makes the NGF a mover and shaker for the record.

Mary, Queen of Scots playing golf in France

There are other highlights from the timeline that document the mover and shaker role that the queen and other women golfers played in promoting golf.

1867 – The Ladies Club of St. Andrews, Scotland, is formed – the first ladies golf club. Yes! Definitely a mover and shaker!

1894 – The first ladies golf tournament in the US is held on the 7-hole Morristown, NJ, course which later became Morris County Country Club. Only a mover and shaker golf club could accomplish that. That same year, the USGA is established primarily for amateur golfers. The USGA continued to promote the game and has become the mover and shaker for both professional and amateur golfers to this day.

1916 – The PGA of America is founded. The PGA also had a women’s division – the WPGA. The LPGA is officially established years later, in 1950.

1938 – Patty Berg, twice a runner-up on the women’s golf tour, sets a record when she wins the US Women’s Amateur at the age of 20.

Patty was very important in my life. In fact, I became a golfer because of Patty. She was from Minnesota, where I

The timeline of the history of golf is one of the popular tabs on my website at www.nancyberkleygolf.com.

PATTY BERG (PICTURED RIGHT) REPRESENTED WILSON GOLF CLUBS. I USED WILSON’S PATTY BERG SIGNATURE PUTTER FOR MANY YEARS. I BROUGHT MY PUTTER WITH ME TO THE CONVENTION HOPING TO MEET PATTY AND HAVE HER SIGN IT. AND SHE DID.

grew up. Patty was often featured in the local newspapers, and it inspired me to play golf. In 1958, a freshman at the University of Minnesota, I enrolled in a golf class to fulfill the athletic requirement. I bought my first set of clubs. They were Wilson’s signature Patty Berg clubs. As they say, the rest is history. Patty remains a personal mover and shaker in my life.

As one of the founders of the LPGA, Patty easily qualifies as a mover and shaker for all women and junior girl golfers. Patty signed my original Patty Berg putter when we met at a golf conference years later. The putter is a true “signature” putter and a personal golf treasure.

2000 – Michelle Wie, age 10, becomes the youngest player to qualify for a USGA women’s amateur event when she qualifies for match play in the U.S. Women’s Amateur Public Links Championship. Here’s to the girls and the girls golf program of the LPGA and the increasing junior golf programs offered by the PGA and The First Tee.

2001 – In the Battle of Bighorn, Annika Sorenstam and Karrie Webb team up with Tiger Woods and David Duval, respectively, for the Lincoln Financial Group prime-time television event – the first time a male-female pairing has been used for the event. Sorenstam and Woods defeat Webb and Duval on the 19th hole. It has always surprised me that there is very little women-men team competition in golf in the United States. Australia has figured it out.

2008 – Azucena Maldonado founds the Latina Golfers Association to introduce Latinas of all ages to golf for their professional development, personal enjoyment, and to promote a healthy lifestyle.

I know Azucena and offer a personal congratulations for her leadership, efforts and success in growing this segment of golfers. One person can really make a difference in promoting golf.

2014 – Suzy Whaley, a member of the PGA of America and an LPGA professional, is elected as secretary of the PGA board of directors, making her the first female officer in the history of the PGA of America.

1950 – The LPGA is established with the financial help of Wilson Sporting Goods. For the record, the LPGA is the oldest formally organized sports association in the world for women. Wilson Sporting Goods makes the movers and shakers list.

The history timeline on my website at www.nancyberkleygolf.com also documents the movers and shakers of women’s golf over the 20-year period that follows. They are all important, but of major significance is the following.

1972 – The US Congress passes Title IX of the Education Amendments of 1972. The text: No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subject to discrimination under any education program or activities receiving federal financial assistance. The cover of the Fall 2022 issue of the golf magazine published by the USGA bears the title “The Impact of Title IX.” The article celebrates 50 years of Title IX. Thanks to the USGA for reinforcing our awareness of this important legislation.

There are more recent highlights that in my opinion are relevant to the current growth of women’s golf … movers and shakers of golf’s future.

Suzy is my friend and a devoted leader of women’s golf. In 2002, Suzy was the first woman to compete in a PGA regional qualifier. I drove up to Connectituct to join her gallery. There were about five of us watching her, but we all knew we were watching history being made.

And here are the two most recent events listed on the timeline.

Feb. 17, 2021 – Mike Whan announces he will become CEO of the USGA in the summer of 2021.

May 25, 2021 – Mollie Marcoux Samaan is named LPGA commissioner to replace Mike Whan.

And thanks to Morgan Pressel for her announcer role in the LPGA-televised tournaments. Listening to Morgan is like taking a golf lesson. Keep following the movers and shakers on my timeline of the history of women’s golf on www.nancyberkleygolf.com. BR

THE 13 FOUNDERS OF THE LPGA – 1950 – THESE MOVERS AND SHAKERS ESTABLISHED THE FIRST WOMEN’S SPORTS ORGANIZATION IN THE WORLD.

COMMITTEE

Ed Winiecki, PGA, CCM is a PGA Career Services & ExecuSearch consultant serving Southern California. He can be reached at (561) 624-7692 or ewiniecki@pgahq.com

A New Year Brings Change, Opportunities, Sharing and Learning

This year starts with our allied associations gathering to learn, buy goods and services, spend time with old friends and network with fellow industry professionals.

The list of events includes the annual PGA Show, CMAA World Conference and Club Business Expo, GCSAA Conference and Trade Show, and the NGCOA Golf Business Conference. All four conferences will take place in January and February in Orlando, FL.

Let’s start with change. Clubs, members, boards of directors and staff want and need change now more than ever. It is more than redoing the locker room or adding a fitness center and pickleball courts, or making a policy change. It’s about a change in attitude, a change in approach, a change in culture, and this will change the future.

Some examples of change are as follows: new multi-use facilities, new hiring practices, new ideology, new board training, new longterm vision and being more open-minded. It is also important to continue to be progressive, adding more diversity to your staff, your members and your board of directors. The clubs and companies that are embracing change are becoming the most desirable and successful in the industry. Make sure you are doing all you can do to help change happen.

Let’s look at opportunities. Attend one or more of the above-listed conferences. A good suggestion is to go with a board member, a member of your management team and/or one of your frontline team members. It will be a once-a-year opportunity to engage, entertain, educate, involve and enjoy some of our industry’s unique experiences. Board members will also get a glimpse of the vastness of our industry, managers can showcase themselves in a new way and front-

line team members can learn, grow and network at the highest levels. You will have the opportunity to post open positions at your club or company on the career boards for all attendees to view. It can also be a time to look for opportunities for staff members who may be ready for their next career advancement. You can talk to consultants to discuss how you can improve, advance and elevate your career. You can meet with the PGA Career Services team, whose members can assist you or your club in an array of capacities. In addition, PGA ExecuSearch is a great way to identify and attract top candidates for your next general manager, director of golf or superintendent positions and more.

Let’s start sharing. No matter who accompanies you to the conference, you will be sharing. Throughout the conference, you will share best practices with other professionals, vendors, allied associations and guests. You can share at the idea fair, best practices awards and new product launches, and with award-winning clubs and professionals. You can bring the shared ideas to your club to implement changes. At the end of the conference, you will see how much you learned about the industry and what an excellent investment it was. You will also appreciate the value of the time you shared with your staff and board members. It is amazing how much you can learn outside of the four walls of your club or business that you can use when you are back home.

Let’s finish with learning. Whichever conference you will be attending, you will be learning. The knowledge you will gain from sharing and from learning about opportunities as well as the change it will bring to you and your business will be profound. Education examples are guest speakers, best practices, credits towards certifications, forums and idea fairs.

If you stop learning, you stop trying to get better. Isn’t the goal of any organization to get better and to better serve its members and staff? The number one best practice for any club or organization is to strive to be the best. We all expect to be the best, to work for the best, to enjoy the best things and to live the best life we can. Therefore, investing in yourself is investing in your best future. Do yourself a favor: Be the best by being captains of change, taking advantage of opportunities, sharing best practices and learning from the best and brightest in our industry. See you at the conference. BR

GORDON WELCH

Gordon Welch, president of the Association of Private Club Directors, has over 20 years’ experience in private clubs and 12 years of experience as an association executive and registered lobbyist. For more information or to discuss your orientation, you can reach me at gordon@boardroominstitute.com or (918) 914-9050

How to Share Information About Complaints, How to Handle Disagreements in the Boardroom

As board members, we are often interrupted by complaints or suggestions from well-meaning members while trying to enjoy family and friends at the club. Sometimes, other board members interrupt us.

What do you do with that information? Who do you share it with, and when do you share it? I want to discuss the best ways to share information, when to share it and how to handle a disagreement.

I am not a fan of the old-time “suggestion box” because it yells “complaints here!” to all your members. However, some board members like it because they can recommend that a member put the idea in the suggestion box. That may seem like a win-win for the board members, but it is not for the club.

My big concern for board members is this: Please tell your GM if you have received a member complaint. Let your GM know as soon as possible. I recently attended a club board meeting that was just a complaint session. The three-hour meeting addressed little business, but the GM heard every complaint board members had heard from friends or experienced in the last four weeks.

You could feel the frustration from the GM and board members, and the mood continued to grow. It was overwhelming. They felt the club was going backward.

Many board members had information from the same member. It wasn’t as bad as it sounded. The problem was communication. As board members, you need to let your GM know about a complaint or concern as soon as you hear it. Send a text, an email or make a call. It is imperative the staff address the issue as soon as possible.

If staff does not have the information they need to remedy the issue, it grows and grows, just like cancer. It is much easier to kill cancer the earlier it is discovered. Just like this board meeting, the issues were four weeks old, and the GM is just hearing of it, and it is overwhelming. The issue is much bigger the longer you hold on to it.

I also want to discuss disagreements in the boardroom. I see this often, and it is OK to disagree but not OK to fight. Here are ways to disagree in the boardroom.

1. Support the board’s decision regardless of your objections.

The reality of working with a board means that sometimes it’s better to go along with the group decision as long as there is evidence the group is acting on good reasoning and in good faith. If there is no reason to doubt the board’s decision-making process, you should be willing to concede if outvoted on a particular issue.

If you believe the board has been thorough and fair and fulfilled its duty as a governing body, you should actively and publicly support the board’s decisions.

2. Take a firm stand: What if the board is making a mistake?

Express your concerns to the board chair. The board chair must hear your concerns as soon as possible. If the chair is well respected, the chair may help other directors see the issues they are ignoring. If the chair is challenging, you may have a difficult time being heard.

3. I’m still angry and disappointed over a decision the board has made. What can I do?

Once the board makes a decision, it is not in your best interests to continually provoke the board, act condescendingly to those individuals who voted against your desired outcome, or become disruptive. Despite your reservations, make it clear that you will work with the decision.

Finally, if you have done all of the above, and still feel that you cannot work with the final decision, consider resigning from the board.

Always be “cancer aware” and make sure that you do what you can to eliminate it. Your board and club will be better for it. BR

Gecko H ospitality®

ROBYN STOWELL

LAW AND LEGISLATIVE

Vote Early, Vote Often - Part I

Dozens of clubs have called recently with voting questions. If you have questions, here are a few tips.

Voting generally occurs at member-owned clubs, most of which are nonprofit corporations. Therefore, a statute (the state’s nonprofit corporation code) likely applies to many voting questions – and the statute applies even if you did not know it. Many statutes defer to the club’s bylaws for a variety of issues. Therefore, having the best possible bylaw provisions will help.

Finally, some clubs are also homeowner associations, and those have an additional state statute they must follow. Be sure you consider all applicable statutes and your bylaws.

With that backdrop, here are my top questions and answers.

Can we give notice of the meeting electronically? Electronic notice is expressly allowed under some states’ statutes, but in many states, it requires the members’ advance consent. Be sure you know which applies to your club. In my experience, clubs that communicate the benefits of electronic communication succeed in obtaining member consent. For example, each voting notice package costs the club (insert dollar amount), the equivalent of what we spend on (insert specific meaningful item to show magnitude). This motivates members to respond.

Can we vote electronically? In most states, you can vote electronically, even if you cannot give electronic notice. There are a few caveats. Your bylaws might say all member voting must occur at an in-person meeting. Check the statutes and bylaws, but this should be allowed. Setting up electronic voting for the first time with a third-party vendor takes effort, so plan and allow time.

Can we have a meeting by ballot without an in-person meeting? In most cases, yes. Most statutes say, “unless the bylaws provide otherwise” you can have a meeting by written ballot. Be sure this is allowed by your statutes and your bylaws. Most statutes include specific notice requirements, i.e., notice must state the quorum requirements and the votes needed to pass. Most statutes also require the ability to vote for or against each question. Cue the debate on what constitutes a “question.” Can we ask the complete set of items as one question, or do we have to ask five separate questions? (Hint: It depends.)

Must we have a meeting if members petition for a meeting? Most statutes provide a percentage of members that can call a special meeting (sometimes “unless the bylaws provide otherwise”). The bylaws may expressly provide for meetings by petition. Once the members file a petition, follow every requirement. Are there sufficient signers to the petition and did they follow any formalities in the bylaws? Did they ask a proper question? (Some questions are not appropriate for a member vote.) How many days does the board have to give notice of the meeting, and by what date must the meeting occur? It is important because in many states if the board does not give timely notice, the petitioners can. It means the board can’t control the timing, logistics and information in the notice. The board can include its own statement on the voting questions, so be sure you consider whether that would be in the club’s best interest and proceed accordingly.

If we vote by ballot or electronically, can we count the votes as they come in? It is tricky. There is no technical prohibition in most cases, but there are political issues. Some general managers and boards know the rolling vote totals but keep it to themselves; when they use the information, they question their impartiality and proper vote counting. When a club has a high voting hurdle, such as a bylaw amendment requiring approval by two-thirds of all members, the board might send multiple reminder communications to vote. If the ballots are logged, they can target those who have not voted. But logging is different from counting. When a board counts the votes and then lobbies based on how the votes are trending, the board, in my experience, always loses credibility and respect. There you have it. So get out there and vote. BR

Robyn Nordin Stowell is a partner in the law firm of Spencer Fane LLP in Phoenix, AZ. Robyn may be reached at (602) 333-5467 or at rstowell@spencerfane.com. This article is for informational purposes and is not legal advice.

CMAA 2023 World Conference And Club Business Expo Shines On

It’s 2023 and it’s time to get inspired and gain new insights as the Club Management Association of America (CMAA) World Conference and Club Business Expo heads back to Orlando, FL, Feb. 24-28.

Club management professionals from around the world are invited to bask in the Florida sun on a break from day-to-day responsibilities to think strategically and stock up on vitamins C, M, A, and A, at the Gaylord Palms Resort. It’s time to shine as a club management professional and a leader.

Held annually, CMAA’s World Conference offers club management professionals an unparalleled educational experience at the only event focused on the business of running a club. From access to stellar business and industry experts, networking opportunities in interactive forums, and the latest innovations at the Club Business Expo, the event inspires the leadership journey and provides insights for club management challenges.

At the two-day Club Business Expo, Feb. 26 and Feb. 27, attendees can explore products and services offered by more than 200 companies showcasing industry-leading trends and innovations. They can research and secure solutions for their biggest challenges and meet face-to-face to discuss potential purchases. Nearly every product and service a club management professional can buy for his or her club is showcased at the Expo.

Six general sessions will be offered daily and highlight inspiring professionals, including baseball legend “Iron Man” Cal Ripken Jr.; “Warrior Storyteller” retired Lieutenant Colonel Scott Mann; diversity, equity, and inclusion strategist and employee engagement leader Heather Younger; and Michelin-starred chef Dominique Crenn.

Industry and business experts will present more than 65 concurrent sessions featuring new solutions for the complex challenges facing today’s club management professionals – recruiting and hiring talent in a competitive market; using technology to improve member service; meeting and exceeding unprecedented member interest and demand; and more.

Beyond the education sessions, club management professionals can connect formally and informally during a full slate of activities in Orlando. The Networking Event will be an exclusive party filling the various clubs and spilling onto the streets of Universal CityWalk at Universal Orlando Resort. Start the week with The Club Foundation Golf Tournament and stay fit with the Wellness Challenge. Attendees will wrap up the week at CMAA After Dark. The connections made at the World Conference and other CMAA events are invaluable. After more than two years of pandemic-related challenges, our professional networks have become instrumental in our ability to adapt and thrive. The CMAA World Conference and Club Business Expo presents an opportunity to sow new connections, source and secure solutions to club challenges, seek new talent and mentor future industry leaders. BR

For the latest information and full schedule of events, please visit cmaa.org/conference/.

Founded in 1927, the Club Management Association of America (CMAA) is the largest professional association for managers of membership clubs, with 7,000 members throughout the US and internationally. CMAA members contribute to the success of more than 2,500 country, golf, athletic, city, faculty, military, town, and yacht clubs. CMAA is headquartered in Alexandria, VA, with 42 professional chapters and more than 40 student chapters and colonies. Learn more at cmaa.org.

Mitchell Platt, MCM, CCE is chair of the CMAA World Conference. Jeff Morgan, FASAE, CAE is president & CEO, CMAA.

MEMBERSHIP COMMITTEE

BRAD D. STEELE

Brad D. Steele, JD, started Private Club Consultants to provide in-depth legal and operational answers for America’s top private clubs. For more information about PCC, email Brad at steele@privateclubconsultants.net, call/text him at (703) 395-5463 or connect with him at www.linkedin.com/in/BradSteelePCC.

The Family Membership Conundrum

For many board members, the topic of family memberships has been difficult to tackle.

However, if done correctly, family memberships can provide more satisfaction to members and enhance the club’s operations (and bottom line) without losing the club’s customs and values. So, it might be time to take another look at this option.

A family membership provides spouses/children all privileges provided to a member in a single membership, which streamlines a club’s membership classes and removes the numerous add-on options for members.

It is offered in each membership class and can be broken into a “with children” and “without children” dues structure. Of course, if the spouse/children of a married member only wish to use the club as a guest, then that member may maintain a single membership.

The major concerns with family memberships revolve around potential overcrowding on the golf course, member backlash at higher dues, office-holding rights and voting rights. Thankfully, clubs can manage these concerns with clear communication to the membership and carefully crafted language in the bylaws.

mornings, it still allows one spouse to play and maximizes the number of members playing during that coveted time.

The next issue is the increase in dues. It is a fair point that full/golf members whose spouses/children have all other club privileges but golf might balk at a family membership that provides those spouses/children with golf and comes with an increase in dues.

Therefore, those members should be allowed to maintain their current membership without moving to a family membership. Though this will mean maintaining differing dues structures for old and new members, it will likely facilitate the acceptance of the family membership option, especially if it doesn’t impact those already in the club. Of course, other members who wish to transfer to a family membership certainly could – and should be encouraged.

While permitting both spouses in a family membership to hold office may seem like it could lessen the club’s traditions and culture (especially in the eyes of older members), clubs can easily remove that misconception. By ensuring board candidates meet specific requirements (club tenure, committee service, etc.) and by ensuring the nominating committee does a thorough review, clubs can have quality candidates brought forward – spouses included. Of course, both spouses should not serve on the board at the same time.

Finally, regarding the right to vote, that privilege does not provide one vote per spouse but one vote per membership (single or family). This preserves the total number of votes in place before a family membership option is introduced and does not dilute the vote of single memberships merely because of marriage.

For most members, the decision to join a club is a family one. As such, having a clear set of privileges for family members allows them to know what they are getting for their dues.

At country clubs and golf clubs, course use issues are paramount. Interestingly though, most clubs already permit family play under a “spousal golf” or “family golf” membership add-on to a full/golf membership. Thus, adding a family membership should not increase the number of golfers.

As for weekend morning tee times, those entitled to play could be limited to “primary” members – one person designated by each family membership before the weekend. While this prohibits spouses from playing together on those

Also, a family membership can ensure your staff knows what privileges a member has and what fees to charge when the member walks into the club – ensuring swift service and appropriate billing rather than guessing what a member is entitled to receive.

No doubt adding a family membership option can only happen after open and frank conversations with your members; for some clubs, it won’t be viable. But adding this option for your new members (and transferring many of your current members into a family membership) might be the best way to improve member satisfaction, club profitability and club growth for years to come. BR

The Pathway Forward Investing in the Future of Racquets Professionals

I have always believed in people. In the worst of times and in the best of times, our people determine the heights of our success.

Members worldwide look toward our staff to welcome them home and help create lifelong memories. It is through these comforts that memberships continue to thrive across generations. The most outstanding leaders gain knowledge through experience. Failure, persistence, passion, dedication, and unwavering conviction lay the foundation for success.

Unfortunately, leaders of today are few and far between. The tennis industry will lose up to 30 percent of its professionals in the next five years. It comes at a time when racquets is seeing unprecedented growth and is expected to continue seeing increasing participation at record levels.

Therefore, it is crucial to invest in our leaders now. If we don’t invest in our leaders, they can’t invest in their people, and if we don’t invest in people, there will be no leaders of tomorrow. The need to invest in racquets has never been more urgent.

Boards are often quick to create master plans. These plans target facility upgrades and expansions across a period of time. The goal is always to enhance the member experience. Yet, how often do we create a master plan for our leaders? Do we ever? How often do we give our leaders the tools and support to create a master plan for their teams?

Professionals need a path forward. The three reasons clubs lose great leaders are compensation, culture, and lack of continuing education. In the same way that we plan for facilities, we must prepare for our people. Your staff is worth more than any facility.

A true leader has an insatiable appetite for growth. On average, directors have grown from one racquet offering to three. In some positions, it has even jumped to five: tennis, paddle, pickleball, squash, and padel.

This professional development correlates to increased participation, revenue, and membership growth. It should also mean increases in compensation, education, and team growth. An investment now always creates a positive return later. We invest for the future. It is essential to understand that your people are your future.

Professionals need to grow into leaders both on and off the court. It is equally as crucial for general managers to understand the needs, demands, and opportunities racquets provides. Managers cannot depend on search firms to fill in the blanks. The stakes are too high, and the ripple effect is too

significant. Success requires partnership and a commitment to do better and to be better – together.

Participation in tennis in the United States has hit a record high. Pickleball is underreported at 6.2 million players and is expected to surpass 30 million in the next five years.

In 2021, we saw 1.5 million players try tennis for the first time because of pickleball. The most important statistic is that, on average, there is a 30 percent crossover rate between sports when a club has a successful total racquets program. That means if 100 people are playing pickleball, on average, 30 will try tennis. Of that 30 percent, half will continue with racquets.

The clubs with true racquets professionals have a crossover rate of over 54 percent. That is game-changing. At Royal Oaks Country Club in Dallas, TX, we grew our racquets program by over 50 percent in one year by investing in our people, who in return invested in our membership.

The Professional Sports Registry is the largest educational body in the world for racquet sports. The United States Professional Tennis Association is another successful option for professionals to network, learn and grow. However, the Directors Club of America offers the most effective platform and community for general managers and racquets professionals to learn together.

The future of education is allowing professionals to be better and grow further together. It doesn’t matter what you choose. What matters is taking the first step toward growth.

The future of racquets continues to be plagued with obstacles, but these barriers are nothing more than growing pains. True leaders will continue to adapt and rise to the occasion. Racquets offers limitless opportunities comprehensively to all membership tiers. Racquet sports are among the only activities that can be shared by the whole family, often bringing family members together.

The future for racquets has never been brighter, but our tomorrow depends on our actions today. What we choose to do now will be the foundation on which everything is built. I challenge everyone to help their people grow, take care of their families, and be happy for them, even when it is time to say goodbye.

By doing these things, you will not only affect positive change and culture within your club but also help change the industry for the better. The future depends on your people. The future depends on you. Good luck. BR

Jarrett Chirico is the director of racquets at Royal Oaks Country Club in Dallas, TX.

THE inauguralLEADERSHIP CHANGING LIVES GLOBAL SUMMIT

with NEW YORK TIMES BESTSELLING AUTHOR TOMMY SPAULDING

VIRTUAL & LIVE

MAY 3, 2023

8:30-11:30 AM MDT

SEAWELL BALLROOM AT THE DCPA DENVER, CO

Join T ommy to exp lore key messages from each o f his three national best-selling b ooks!

• Define your leadership philosophy.

• Create a love & results-based culture.

• Build authentic, genuine, and lifelong customers & clients.

• How to use influence to make a lasting impact on everyone you meet.

PRESENTED BY:

PLATINUM SPONSORS:

Live Sponsorship Opportunities

Platinum: $25,000

Gold: $15,000

Silver: $5,000

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Corporate Access Pass: $10,000

Non-Profit/Club Access Pass: $5,000

Contact: Chelsey Panchot, at chelsey@TommySpaulding.com or 218.355.0239

JOSHUA BLAND

Josh Bland is food and beverage manager, Glendora Country Club and can be reached via email: joshwbland@gmail.com

STUDENT CHAPTERS

Creating a Legacy

Recently a past president, while talking about his year as the club president, was lamenting how members would ultimately forget his presidency.

The things he wanted to accomplish weren’t finished and there was more work to be done. Now, as just a “regular guy”, the staff would forget about him and he’d fade from memory.

His words made me reflect on my early career, specifically my time as president of the Club Management Association of America (CMAA) student chapter and California State Polytechnic University, Pomona (CPP).

My time as the student chapter president was a juggernaut. Our group often won awards as the chapter of the year during CMAA’s World Conference. It was a huge chapter, with, at one point, over 100 active students.

I looked forward to continuing this legacy the year I became the student chapter president. However, before school even started, some problems, my responsibility, emerged.

The problems were numerous and varied. For many, we had no idea how to deal with or correct them:

• We handled the chapter’s registration with CalPoly incorrectly and almost lost our charter to operate on campus

• None of the executive board from the previous year returned to CMAA.

• Getting students interested in clubs wasn’t easy; I think the busiest meeting we had was 20 students in the beginning and I don’t think we had 10 for the rest of the year.

• Club managers have very busy schedules, so coming to Pomona from Los Angeles and Orange County to speak was difficult...and time-consuming.

• We had club tours but couldn’t get more than 10 students to participate and that happened only because we also asked students who were not specializing in clubs.

• Students were reluctant to volunteer to assist with our regional CMAA chapter, The Golden State Chapter (TGSC), our major donor.

• The State of California decided that students at public universities could not use state funds to travel to states with exclusionary laws, including states like Tennessee, where the world conference was being held.

I stared into the mirror, my face pale. Would I have the dubious distinction of being the last president of CMAA of Cal Poly’s student chapter? I didn’t know the questions to ask, nor did I know who to ask. There was so much as a student chapter that we didn’t know.

Things began to turn around just before the conference that year. I started meeting with the right people and learning the questions I should’ve asked in the summertime. We had bigtime help from people I still count as some of the most important mentors of my career – Gregg Patterson, a retired club manager and owner of the consulting firm Tribal Magic; Anne Lara, our faculty advisor; and Dr. Margaret Jones, a CPP and BMI professor.

We saved our CMAA student chapter and stopped struggling just in time to hold elections for the next group of students.

Dr. Jones, as I recall during that time, asked me about my legacy. How will I leave CMAA at CPP? Will I leave it better off than when I took over as student president? Or will the next group flounder in my wake as well?

Will they be left to struggle? No, not on my watch would they be left to struggle. It was the only clear answer and my responsibility to make sure that didn’t happen.

We worked at putting together a continuity log to be passed down from president to president ... a book of names, dates, and ever-important forms, as well as a list of questions they should have and the names of people who could answer those questions.

I’ve also made it my responsibility to contact every president who, since my time, has served as student chapter president to let them know they can always get in touch with me.

I’ve made sure they knew they could always ask me anything and if I didn’t know, I’d happily put them in contact with the people who did know.

My legacy is doing what I could to make sure those following in my footsteps would be successful, serving those who serve next.

As a student chapter president, I served a year in a chapter that had been present for decades. I’m not so arrogant as to say, “I did that all by myself”, but luckily, the student chapter lives on and is stronger than ever. BR

DISCOVER T R OON P R IVÉ

your club. your culture. our resources.

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The Club at Castlewood Pleasanton, California

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Entrada at Snow Canyon Country Club St. George, Utah

Excellence in Club Governance

Excellence in governance is key to success for private clubs. BoardRoom magazine is featuring a series of articles written by Henry DeLozier, a partner with GGA Partners, an international consulting firm and trusted advisor to private clubs, golf clubs and residential communities around the world.

This issue features Where Governance and Strategy Converge...Peter Drucker famously advised, “Culture eats strategy for breakfast.” And he was correct. In a private club, “culture” is governance. Club leaders do well to place themselves and their clubs at the intersection of governance and strategy. Here are five keys for clubs that master blending governance and strategy. Read more on page 80.

Henry also addresses Governance and Brand Management…Club leaders too often fail to adhere to one of the basics of brand management…they must be who they claim to be. Governance in many struggling clubs shows evidence of club leaders losing sight of the club’s brand promise. Here are five guiding principles to remember when fulfilling your club’s brand promise.. Read more on page 81.

Where Governance and Strategy Converge

Peter Drucker famously advised, “Culture eats strategy for breakfast.”

And he was correct. In a private club, “culture” is governance. Club leaders do well to place themselves and their clubs at the intersection of governance and strategy. Five keys for clubs that master blending governance and strategy are:

1. Be intentional. Making your club’s governance better – more trusted … more transparent … more business-like – is one of the primary goals. Sound and trustworthy governance follows business planning that is organized, deliberate, and time oriented. In day-to-day parlance it is a matter of telling people what you will do and doing it to the best of your ability. Sound strategic planning for a private club involves: (a) informing members as to what the club’s leaders will do, (b) providing timely updates to inform all members, (c) adjusting to changing or emerging circumstances, and (d) executing a thorough plan that has been shared with all members.

By definition, strategic planning is a process-driven method for identifying key goals and objectives and the methods that will be used to answer this question: what?

Private club leaders often become distracted from the key strategic needs of the club by events of the day, mood swings within groups of members, and unforeseen events.

2. Build the business case for sound governance. Show how strategy delivers and keeps your club’s members engaged, happy, and supportive. Most club members want to know several simple things: (a) what the club stands for – as described in its mission, vision, and core values; (b) the primary goals that their board will pursue to deliver on the club’s promises; and (c) accountability by the board to the general membership for the decisions made.

“We need to decide who we want to be when we grow up.” This oversimplified statement is often used by club members when describing clubs that are lacking clearly stated and understood purpose. Club leaders do well when they can clearly state the club’s purpose.

The business case for sound governance involves reliable financial performance on which most members place great importance and the assurance that “the club will continue to be what I want it to be.” Since clubs evolve in real time, club leaders must regularly update and revise the club’s purposes to ensure that the club remains relevant to most members.

3. Set a process map and timetable. Trustworthy, transparent governance requires stating one’s intentions and reporting regularly in a time-oriented manner. Stated simply, “plan your work and work your plan.”

Process maps are everyday corporate tools that provide structure, organization, time references, and accountability. The most useful process maps used in

private club settings – such as a GANTT chart – show (a) what is to be done and (b) when it is to be completed. Nothing complicated here.

Timely updates which are redundant messaging using multiple media – such as email, hard copies, and social media links – help interested members understand how the club is being effectively governed and led.

4. State the strategic goals clearly and simply. Best practice goal setting relies upon four to six annual strategic goals. Select the goals that will most effectively move the club forward constructively and address the club’s primary needs.

Review the difference between strategy and tactics to ensure that your club’s goals are not tactical. The operating or business plan is the place for the tactical objectives. A key to dependable governance is the boards’ ability to remain focused on the big-picture strategic goals.

5. Measure and report the board’s performance on a strategic scorecard. Demonstrating to ordinary club members that the board understands that it is accountable to members is a cornerstone for sound governance.

Keep score on the four to six strategic goals and update the scorecard quarterly. In addition to simple email blasts, conduct quarterly meetings with members to update them regarding strategy … and don’t be dragged into the tactical weeds with concerns of the day.

The intersection of governance and strategy defines the future success of your club. BR

Henry DeLozier is a partner at GGA Partners. He can be reached via at henry.delozier@ggapartners.com

Governance and Brand Management

Club leaders too often fail to adhere to one of the basics of brand management … they must be who they claim to be. Governance in many struggling clubs shows evidence of club leaders losing sight of the club’s brand promise.

Here are five guiding principles to remember when fulfilling your club’s brand promise.

1. Begin with a board policy manual (BPM). The club’s BPM states how club leaders will govern the club. It is a working and living document in which the club’s leaders show how they will accomplish the strategic promises made by the club.

Keys to the BPM include its description of the organization of the club’s governance structure and how the club leaders will function. It emphasizes the club’s commitment to strategic planning and accountability and describes the board’s job and how the board and its committees will function. Further, a sound BPM addresses the authority of the manager and the management organization. These governing keys are the backbone of solid governance and an assurance of a trusted brand.

The BPM aligns authority and accountability throughout the club’s governance model.

2. Understand your club’s brand promise. Respected and trustworthy club governance is built on the foundation of “being what you say you are.” Many clubs offer flowery and lofty promises. Great wordsmithing is fun and something to be admired. Being real and honoring your promises is even more powerful.

Often clubs claim to be “family clubs” when their leaders consistently reduce children’s access to club facilities and programs. A family club makes family usage and enjoyment of the club a strategic priority. It is the emotional haven where memories are made.

Most clubs claim to be “friendly” and “fun” with no apparent understanding of market differentiation. What core values of your club make it different from other clubs nearby? Linda Dillenbeck, a director at GGA Partners, observes, “Many clubs overuse tired terms rather than thinking about the values of their clubs. They miss important opportunities in so doing.”

The club’s brand and its governance are woven with threads of trust and consistency. Your brand is an everyday proposition – for better and for worse.

3. Fill your promises toolbox. Stories of members’ special moments – first communion parties, graduations, mitzvahs, 50th anniversaries – are tools that express the values of your club. What stories are told in your club?

Your club’s brand toolbox can become the stuff of memories, like the story of the miraculous staircase at the Loretto Chapel in Santa Fe (www.lorettochapel.

com/staircase). Three mysteries surround the spiral staircase in the Loretto Chapel: the identity of its builder, the type of wood used and the physics of its construction.

Families live out their cherished memories in your club. These stories can be told in words, pictures and videos. Use these tools to show that your club stands for the values it claims.

The tools for governing your club with purpose are practical instruments with which one can build a respected culture of governance.

4. Govern with your brand in mind. In these skeptical times, many club members assume that their leaders will forget the promises being made. Programs, policies and decisions made in the context of governance eventually are set alongside the branded values claimed by your club. Sound leadership demands consistency. Are the choices being made in the boardroom consistent with the club’s brand promises?

Board members and club leaders do well to use the club’s branded promises as guidance for the choices being made: (a) allocation of resources, (b) organization of management, and (c) the governance of the club.

5. Do the right things right. Today’s imperatives in private clubs require open, honest, and accountable governance. When members hear board members leaking boardroom disagreements and pre-empting board decision announcements, they lose respect and come to distrust their board.

Three important things to get right are (a) boardroom confidentiality, (b) non-conflict of interests, and (c) consistent rules enforcement.

The fabric of trust in your club is woven of sound leadership and brand management practices. BR

HENRY DELOZIER

STEPHANIE CASTRO

Stephanie Castro is COO/EVP at Cobalt Software. For more information please visit www.mycobaltsoftware.com or email info@mycobaltsoftware.com.

TECHNOLOGY SHOWCASE

It’s Time to Define the Next Generation of Club Mobile Apps

As we stand today in the year 2023, most private clubs have implemented some form of mobile app. While these first-generation mobile apps are a ‘check in the box’, they are far from optimal. Many would not be considered modern by today’s standards.

Most clubs continually invest in refreshing their physical amenities and facilities. But what about your digital amenities? It may be time to consider the next generation of club apps to bring a modern upgrade to your club’s digital member experience.

MAKING YOUR CLUB APP AN AMENITY

The basic definition of an “amenity” is “something that helps to provide comfort, convenience, or enjoyment.” Most first-generation apps have provided some level of convenience by bringing mobile access to club information and reservations. But many of the existing apps leave much to be desired in terms of comfort and enjoyment.

By using outdated navigational designs such as hamburger menus or text-heavy list views, members are required to tap multiple times or search around to find what they are looking for. As a result, most members’ opinions of their clubs’ app range from apathy to frustration: the opposite of enjoyment.

To bring your app to digital amenity status, look for apps that improve member satisfaction via a better design and improved ease of use.

ADD COMFORT THROUGH COMPREHENSIVE RESERVATIONS

Some older apps have basic reservations capabilities or require integrations with other systems to provide all reservations, such as tee times, fitness classes or dining reservations. This redirect creates a clunky user experience for your members; not what we want when comfort is a priority. In the event the app is a seamless experience for members, there is typically some manual intervention required from club staff to connect all the information together across multiple systems on the back end.

The next generation mobile app experience offers easy-to-use reservations that are all in one app. And, they are directly connected to backof-house management systems, which improves ease of use for club staff as well. The next-generation app is more than an app, it should be part of a new, modern, all-in-one management platform.

CLUB MOBILE APP MUST-HAVES

When updating your club app, don’t lose sight of the essentials. In addition to improving enjoyment and having all reservations in a single app and platform, here are three more considerations to keep in mind.

1. Multi-Generational Accessible Design: Next-generation apps are inclusive of all generations of membership: older and younger people alike can use the app easily with little to no training.

2. Communication Hub: Members’ email inboxes are so full these days that important club emails are easily missed. With the right app, you don’t need to rely on email for club communications. Features such as comprehensive calendars, club news, push notifications and text messaging enable a mobile-first communication strategy.

3. Interactive: Next-gen apps bridge Digital with IRL (‘in real life’). Check-ins with the swipe of a digital ID card and sending guests their access cards via text message are some examples of how members can use the digital amenity of your club app to interact with the physical world of your club.

THE NEXT GENERATION CLUB MOBILE APP IS HERE

The best new app that has all these next-generation features is Cobalt Engage. Cobalt Engage is part of a full club management platform that provides everything you need to run a modern club. The Cobalt Engage app also recently received BoardRoom Magazine’s 2022 Excellence in Achievement Award for Best Mobile App. Club leaders can download a demo version of the app just by searching Cobalt Engage in your phone’s app store and sending a quick email to info@mycobaltsoftware.com to request login credentials.

Cobalt Engage has been downloaded over 7,000 times and is used to process more than 300,000 reservations every year. It also has high member satisfaction levels and is highly accessible for clubs with multi-generational memberships.

IS IT TIME TO REFRESH YOUR CLUB’S DIGITAL AMENITIES?

If you aren’t sure how your members feel about your current mobile app, there is an easy way to find out: just ask them. Add a few questions to your next member survey, or do a standalone survey to learn what your members really think about your app. Generally, anything first developed more than 5 years ago would be considered outdated given today’s rapid pace of technological innovation. BR

EXECUTIVE SEARCH | KOPPLIN KUEBLER & WALLACE

KOPPLIN KUEBLER & WALLACE Continues Expansion

Marcie Mills, CCM Joins as a Search & Consulting Executive

KOPPLIN KUEBLER & WALLACE continues to methodically add the brightest and most accomplished industry executive talent to the team.

We would like to welcome the esteemed Marcie Mills, CCM who will be joining us in March as a search and consulting executive. Mills comes to the KOPPLIN KUEBLER & WALLACE team with 25 years of hospitality and private club management experience. She most recently served as the general manager and chief operating officer at The Mirabel Club, a premier private golf residential community and club in Scottsdale, Arizona for over six years. The club is designated as an award-winning Platinum Club of America as well as a Distinguished Club by BoardRoom magazine

Mills’ extensive career in club management has provided her the knowledge and experience to work with clubs seeking to establish a road map to the future. She brings a wealth of industry and community expertise to the firm and will soon put that knowledge to work for you.

“Marcie represents the continued organic growth of our company and our practice has been to add quality people, not only when there is a need, but also when we think their skill set and personality would be additive to the KK&W team and culture. She is highly regarded by her industry peers and enjoys the respect of the many employees she has mentored through the years. We believe Marcie’s skills, experience and connectivity will make her an outstanding partner for our clients and candidates,” stated the KK&W partners.

“I could not be more excited to join the team of KOPPLIN KUEBLER & WALLACE. I have had the opportunity to learn from Dick, Kurt and Tom over the years and have always been impressed by their dedication to education and giving back to the industry. Their depth of knowledge and expertise, coupled with their desire to enhance our profession, as well as, advance our careers and make us better leaders, inspires me. My passion for our industry along with my strong desire to do meaningful work and serve others leans into the culture that they have created at KOPPLIN KUEBLER & WALLACE.

Executive leadership, career development and advancement, education, and relationships are at the heart of everything they do. I have felt a part of the KK&W family for quite some time and clearly recall my first KK&W Summit as a wide-eyed and inspired legacy participant. Years have passed since that very moment and the relationships that I have cultivated with the KK&W team and with my colleagues at these events are the ones that I cherish the most. I am honored and

humbled to join their organization and to strive to serve our industry and colleagues at the highest level with individuals I trust, admire and respect,” Mills responded.

Prior to The Mirabel Club, Mills served as the GM/COO of LedgeRock Golf Club in Mohnton, Pennsylvania and has held progressive management positions at Paradise Valley Country Club in Paradise Valley, Arizona; Waynesborough Country Club in Paoli, Pennsylvania; and the Radnor Hotel in St. David’s, Pennsylvania.

During her time in club management, Mills was involved in extensive capital improvement projects at three properties equating to over 50 million dollars.

The most recent accomplishment at The Mirabel Club was a seven-million-dollar clubhouse improvement project resulting in increased casual dining space and fitness and wellness space, a new bar, enhanced kitchen space, ladies locker room renovation and brand new pickleball courts.

The Mirabel Club was recognized by Golf Inc. magazine as a finalist in 2021 as the Clubhouse of the Year as well as Golden Fork Honorable Mention for most improved Food and Beverage Facility.

A native of Philadelphia, Mills is a proud graduate of Villanova University and has her bachelor’s degree in Human Services and Sociology with a Psychology Minor. Mills’ father is a certified executive chef, and her love for the hospitality industry was instilled in her at a very young age.

Mills is very active in the Club Management Association of America (CMAA) and her respective CMAA Chapters. Having served as the president and co-chair of education of the Greater Southwest she has also held various leadership roles and board positions in the Greater Southwest as well as Central Pennsylvania. Mills has served on national committees over the years and has participated as a featured speaker and panelist at chapter events as well as CMAA’s World Conference and college universities. She is extremely passionate about education and is committed to mentoring young professionals in the industry.

Mills received her CCM (Certified Club Management) Designation in 2008 and achieved entrance to the CMAA Honor Society in 2015. She is a proud recipient of the 2022 Sally Burns Rambo Scholarship and is also very involved in community service, and enjoys volunteering on the school council board, as well as various other organizations including the most recent appointment as executive committee member of the Arizona Alliance for Golf. Mills can be contacted at: marcie@kkandw.com or (484) 577-6762 BR

“Kurt, you and your firm were outstanding at keeping us organized, coordinating candidates and their visits and running the interview process. You helped us align on our candidate qualifications and brought us candidates that met those qualifications. We had no doubt that you have broad knowledge of and access to key leaders in the industry. We valued your opinion. While you let us make the decision, when asked, you provided thoughtful guidance on how we should proceed. As a result, we believe we have hired an outstanding candidate that will help our club continue to grow and develop.”

RICHARD KOPPLIN KURT KUEBLER THOMAS WALLACE

JODIE CUNNINGHAM J. G. TED GILLARY

MICHELLE RIKLAN

MARCIE MILLS ANNETTE WHITTLEY

ARMEN SUNY MICHAEL SMITH LEN SIMARD

PAUL LEVY SAM LINDSLEY LAWRENCE MC FADDEN

Wayne Randall, Search Committee Chairman Riomar Country Club, Vero Beach, FL

FINANCE COMMITTEE

MICHAEL CRANDAL, CNG

The letters after our author’s name Michael Crandal, CNG stand for Certified Nice Guy. Self-certified, by the way. But a nice guy nonetheless. Michael is co-author with Gabriel Aluisy of the groundbreaking book “The ABC’s of Plutonium Private Club Leadership.” www.plutonium.club He can be reached directly at (760) 464-6103.

Dues Increases Are Based on Offsetting Legitimate Operating Expenses Never

Percentages that Seem Palatable at the Time

Dues income is never allowed to subsidize waste or mismanagement. But to offset the legitimate net operating expenses of maintaining an uncompromising level of quality and services that a deserving membership expects.

While operating expenses are increasing, member demand and appreciation for both the quantity of club amenities and the quality of services are not decreasing. Obviously, club amenities and services must be funded by dues income.

If a seriously inadequate level of funding exists from dues, departmental club operations cannot and will never make up the unfavorable variance.

Speaking from a strictly financial standpoint, the purpose of private club operations is to consistently deliver day-to-day memorable experiences that compel a membership to accept the level of dues that the board of directors approves for the privilege of belonging to something special.

Annual adjustments to dues should reflect a modest increase that comes to be expected and accepted by the membership.

Deferring needed dues adjustments for even a few years ultimately causes a down-the-road “everything needing to be fixed at once scenario” where an unsuspecting membership is hit with a seemingly huge percentage increase out of the blue.

And — if that big (catch up) dues increase doesn’t happen ... the dreaded “A word” is inevitable.

Allowing an “artificially low dues” line to be approved in an operating budget is not fair to future boards, the management or the members.

Establish dues that fully fund zero-based operating budgets. Never “back in” to a desired level of dues.

Most private clubs find that dues income represents over half of total operating revenue. Since no direct expenses are charged to dues income — 100 cents of every dues dollar falls right to the bottom line. (Just try that for every dollar of increased F&B sales.)

Don’t look for increased F&B sales to significantly impact the bottom line. As sales increase, corresponding variable expenses march along almost in step. Combine this with the added wear and tear on the facilities and staff — budgeting added banquets and/or “outside” events has negligible impact on the bottom line.

On the heels of COVID-19, all of the “low-hanging fruit” has most likely been trimmed from operating expenses — while, hopefully, not cutting into members’ delight in day-to-day operations.

Every board needs to contemplate new membership demand, the financial liquidity of its membership, the history and culture of the club, the perceived value of continued membership ... and then — assuming professional management is in place — come to some educated policies and solid data backing a meaningful and realistic dues line.

When looking strictly at club operations and member experiences — the No.1 specific conundrum is when management is held accountable for achieving an impossible mission of meeting unrealistic operating budget expectations that engraft dues income grossly inadequate in offsetting legitimate operating expenses.

Q: Looking ahead — what’s the best way to know what dues level should be approved by the board?

A: A GM/COO capable of leading a management team to create realistic zero-based operating budgets backed by solid data — and then in a compelling way present them to the finance committee for scrutiny — and then ultimately to the board for approval.

Never adjust dues based on a percentage. Why add a percentage to an amount that is artificially too low to start with? Or, adding a percentage to a dollar amount already beyond elasticity? Or, is any budget not backed by solid data?

Point is — via a solid zero-based operating budget, ascertain what the dues level needs to be in your business model and do it. Percentages mean nothing. Identify how many dues dollars you need to get the results your club membership deserves … and do it.

Don’t “kick the can down the road.” Get done what needs to be done. Then it all comes down to operations execution and open communication/transparency with the membership. BR

Lifestyle Design

On the heels of COVID-19, all of the “low-hanging fruit” has most likely been trimmed from operating expenses — while, hopefully, not cutting into members’ delight in dayto-day operations. Every board needs to contemplate new membership demand, the financial liquidity of its membership, the history and culture of the club, the perceived value of continued membership ... and then — assuming professional management is in place — come to some educated policies and solid data backing a meaningful and realistic dues line.

Duncan Reno CCM, CCE is the general manager/chief operating officer at Del Rio Country Club. He can be reached at (209) 341-2401 or via email: dreno@delriocountryclub.com

Managing the Three Buckets

Is your smaller-sized club able to compete?

Is your club challenged with financial stability because you must deal with the same economic factors, such as rising labor costs, water, insurance costs, utility costs and cost of goods, as other clubs in a larger metropolitan area? Same problems, with fewer resources? And on top of that, manage growth, maintain your facility and plan for your club’s future.

It’s a daunting task unless you break it down into three manageable buckets.

1. Bucket No. 1 – operating dues – Operating dues fund net operating expenses along with inflation and cost-of-living increases.

2. Bucket No. 2 – asset replacement dues – Membership transfer fees and asset replacement dues fund the capital reserve plan listing of assets. Dues are allocated each year for earmarked asset replacement requirements that keep the investment current. The formula is simple:

By managing a maximum of 15-year amortization, the club can generate between $1 million - $1.5 million in debt reduction every five years. With this option, new boards can add a new project. It takes the pressure off, knowing the debt reduction dues cover the payment. For smaller clubs, doing a project worth $1 million without assessing the members is a good thing.

Establishing a financial strategy for each bucket, like the strategies above, keeps you on task and focused. At times, board members run away with different ideas for improving the club with projects or assets. Reminding them of the current dues structure and the need to prioritize the replacement of existing assets can refocus the best of them.

Bucket No. 2 dues equals the total value of all assets (determined on your capital reserve study) divided by 10 years. This gives you the annual need to fund your existing assets.

3. Bucket No. 3 - capital improvement dues (CIP) – Capital improvement dues and/or assessment fund current debt and significantly large capital projects over $500,000. Dues are allocated to cover the monthly debt reduction payment and CIP dues for large projects.

Managing debt reduction by establishing a strategy on long-term debt. Long-term debt is healthy for a club if you manage it within your means. At our club, we never allow our level of debt to exceed a 15-year amortization schedule. In addition, CIP dues for debt must match the monthly debt payment.

Once you educate your board about the benefits of three-bucket management, your next step is to inform, educate, and remind your members where their money goes. Most members forget about asset replacement. They always want new stuff and only notice the old stuff when it doesn’t work or is gone.

Managing your club’s assets and providing the financial structure needed to sustain the club is not the sexiest part of our jobs, but it is critical for all general managers. We need to know it best, we need to understand its impacts, we need to know how to develop strategies, and we need to know how to communicate it. Doing so allows the club to grow comfortably and at a constantly improving pace. BR

Once you educate your board about the benefits of three-bucket management, your next step is to inform, educate, and remind your members where their money goes. Most members forget about asset replacement. They always want new stuff and only notice the old stuff when it doesn’t work or is gone.

Staffing Is Still an Issue

During the summer of 2021, we wrote an article highlighting staffing issues clubs faced.

Receiving some blame was the availability of additional federal unemployment benefits. Other factors included low industry wages, lack of access to affordable child care, and the necessity for worklife balance.

When we wrote the article, the unemployment rate was 5.5 percent. The unemployment rate for the hospitality industry was 10.1 percent despite help wanted signs galore. The Department of Labor statistics showed employees quitting the hospitality industry at nearly twice the rate of other industries.

Since we wrote the article, few, if any, COVID-19 restrictions are still in effect, including vaccination mandates.

So everything is back to normal, right? Well, the resurgence of clubs continues. Member usage has returned to or surpassed pre-pandemic levels. Golf rounds continue at record levels. Racket sports are strong. Food and beverage departments are recording some of their best, if not the best year ever. A recent survey by the Club Managers Association of America reported, on average, clubs are filled to a 91 percent capacity, and more than half expect membership to grow over the next two years. The survey also found that nearly one-third of clubs have a waitlist.

That’s all good news; however, when you ask, “What’s one of the biggest challenges facing the club?”, the first answer is more often than not staffing. The additional federal unemployment benefits ended in September 2021. So everyone should be back or going back to work, right? Here’s what we’ve learned in the last 18 months.

A CLOSER LOOK AT THE LABOR MARKET

The pool of candidates is smaller today than it was pre-pandemic. According to the U.S. Chamber of Commerce, 3.4 million fewer people are participating in the labor force than in February 2020. The labor force percentage in February 2020 was 63.3 percent. It was 62.2 percent in October 2022. Specifically, women are participating in the workforce at the lowest levels since the 1970s.

The U.S. Chamber of Commerce captures data on jobs. September 2022 data showed 10.1 million job openings for 5.8 million unemployed workers. This means there were nearly two jobs for every worker potentially seeking a job. February data from the Bureau of Labor Statistics showed roughly 11.5 million job openings, 7 million that don’t require a college degree and 4.5 million that do require a college degree.

Conversely, there were roughly 4.2 million unemployed workers, 2.3 million with college degrees and 1.9 million without college degrees. In September, there was about one job per unemployed worker with a degree and nearly four jobs per unemployed worker without a degree. These are telling numbers.

UNDERSTANDING THE GAP

A number of factors contribute to the labor gap. One is early retirement. According to the U.S. Chamber of Commerce, as of October 2021, the pandemic drove more than 3 million adults into early retirement. The Pew Research Center noted that between 2008 and 2019, the retired population ages 55 and older grew at a pace of about 1 million per year. In the past two years, the number has grown by about 3.5 million. That’s an increase of nearly 75 percent.

The U.S. Chamber of Commerce also cites the lack of access to child care and an increase in savings as other reasons for the gap. Child-care providers are facing challenges. The industry lost nearly 371,000 jobs during the pandemic and, unfortunately, the recovery has not been very strong. As of late 2021, the child-care industry employment remained 10 percent below pre-pandemic levels.

Further, Americans have collectively added nearly $4 trillion to their savings accounts since 2020. A 2021 Chamber survey revealed that the higher savings along with others in the family making enough money are allowing Americans to not enter, or at least delay entry into the labor force.

THE CAVALRY IS NOT COMING

As a result of the pandemic and the changing dynamics of the workforce, more people are exiting the workforce than entering it. Is the gap going to reverse?

U.S. birth rates have been below replacement levels since 1971. According to the US Census Bureau, the population grew at a slower pace in 2021 than in any other year since the founding of the nation. In fact, the U.S. Census Bureau estimates that in 2021, the U.S. population grew by fewer than 1 million,

the lowest growth since 1900. Birthrates have declined 20 percent since 2007; by 2034, older adults will outnumber children for the first time.

“The new norm” was a phrase thrown around during the pandemic, and the gap between open jobs and candidates may be one of those norms.

THE WAY FORWARD

Clubs have a smaller pool of candidates to fill open positions, and that dynamic is not expected to reverse soon. Workers’ concerns over work-life balance and low wages add to the issue.

Clubs need to attack the issue from multiple fronts, with competitive wages and benefits compared to other industries leading the way. The basic economics of supply and demand surrounding labor has applied significant upward pressure to wages.

Some clubs are reporting wage increases of 15-18 percent year over year. Some positions are reporting an average starting wage nearly 66 percent greater than just a little over two years ago.

Raising the starting wages may get employees in the door but creating a culture that not only attracts but retains talent will be paramount moving forward. The issues of low wages, long hours, nights, weekends, and work-life balance are real. The pandemic allowed workers to reflect on those issues, and it’s well documented that workers exited the hospitality industry in droves.

Recent survey data shows the top reasons people leave are toxic work culture, low salary, poor management and the lack of work-life balance. Managers building genuine relationships with their employees is cited as a main reason for employees staying.

Clubs have historically focused on the member experience, but how many clubs have focused on the employee experience? Member retention is always a topic of conversation, but how often is employee retention? Clubs have done a good job of becoming family-oriented; they must work to be more employee-oriented as well.

Clubs are upping their game with salaries and flexible schedules. They need to look in the mirror and make sure they are doing everything they can to ensure the workplace culture is attractive and that managers are building genuine relationships that make employees stick around.

The clubs that figure out the balance between the member experience and the employee experience will be better off in the long run. BR

Mary F. Dolan, CPA is an assurance manager at PBMares, LLP in the hospitality niche. She can be reached at the Fairfax, VA office by calling (703) 385-8809, or emailing mdolan@pbmares.com. R. Todd Swisher, CPA, CGMA is an assurance partner and leader of PBMares’ hospitality team and is located in the Richmond, VA, office. You can reach him at (804) 323-0022 or by email at tswisher@pbmares.com.

Club Leaders and Management Tell What 2023 Holds

Florida, often seen as a bellwether state for many national trends, is no different when it comes to evaluating the future of the private club industry.

With key economic predictions seemingly changing daily, understanding what the club market expects for 2023 remains as difficult as ever since the outbreak of the COVID19 global pandemic.

Thankfully, in the late fall of 2022, 600 people from more than 200 clubs came together at three locations across the Sunshine State to share challenges, risks and tactics for 2023. RSM hosted and moderated these events. Attendees used in-room polling technology to respond to the key questions facing our industry.

From payroll challenges, dues increases and capital charges to expectations regarding construction costs, club leaders from across the industry spectrum and with all ranges of budgets shared their raw data with the room. Here is what we learned.

With no sign of the labor market easing, we began with where payroll costs are headed for 2023 and the impact on dues rates:

With 61 percent of attendees reporting a payroll increase of at least 11 percent, it should be no surprise that 42 percent also said they were planning on handling the additional costs with operating dues increases of a similar scale. Given that Florida clubs have been deriving, on average, 65 percent of their operating revenue from dues, it should be no surprise that dues rate increases will be as aggressive as reported above.

When we took a deeper dive into one of the most hotly debated areas of club payroll, we saw more revealing data. The data can only lead club managers and volunteer leaders to conclude that if dues rates aren’t going up sufficiently, menu prices in club restaurants must:

In the capital side of club financial management, there was much interest in how club sentiment regarding capital projects was holding up. Florida clubs, in the aggregate, spent another $1 billion in the three years ending December 2021. So we were not surprised to see an ongoing commitment to continue improving amenities … and we do not doubt that the rolling three-year spending will continue

River Bend Golf & Country Club, Great Falls,

Dave White is the editor of BoardRoom magazine. If you have comments on this article or suggestions for other topics, please send Dave an email to: dave@boardroommag.com.

Traumatic Challenges Aside Lindsay Pizarro Seizes New Opportunities

Rony passed in October 2020 when we were on a family vacation right outside of Yosemite. He slipped while trying to get a better vantage point to take a picture, fell down a waterfall, was knocked unconscious and drowned. I was upstream with my girls and cousin, navigated barefoot through the stream, climbed up the boulder and jumped 20-30 ft into the lower swimming hole where he fell.

By the time I jumped in, his lungs had filled with water and he sunk about 20 feet. Not knowing he had sunk so deep, I searched and searched, thinking I could save him. Being a good swimmer, I searched for 15 - 20 minutes until exhausted and, at that point, knew he was likely dead. Being in such a remote area, it took nearly three hours for search and rescue to arrive with divers to pull out his body. – Lindsay Pizarro

This traumatic experience happened one week before Lindsay Pizarro’s installation as president of The Golden State Chapter of the Club Management Association of America.

“The last three years have been the most challenging of my life,” related Pizarro, the mother of two daughters, Penelope, six and Sophia, four.

“Rony was a full-time stay-at-home dad, so I had to move closer to family for daily support when he passed. This meant moving three miles from the club to a home 60 miles away (and eight doors from my sister and parents).

“I surrendered and let ‘the village’ help me get back on my feet. I was able to deal with this because of the loving and encouraging upbringing I’ve been blessed to have. I’m grateful for my family and a large circle of loved ones who have supported and cared for me. Plus, therapy and grieving groups. My two little joys — Penelope and Sophia — brighten up each day, and I have faith in and trust God.

“I’m blessed for my CMAA community and many regularly check in on my girls and me and send love and well wishes. For those of you reading this, you know who you are. I am so grateful. Thank you,” Pizarro declared.

Now it’s time for renewal for Pizarro, most recently general manager at the California Yacht Club. Previously, she was general manager at the Country Club of Rancho Bernardo and Newport Harbor Yacht Club. During her 22 years in the club industry, she has held management positions at three Bay Area clubs. In addition, she was also the clubhouse manager at Burlingame Country Club, assistant general manager of food & beverage, director of catering, and club events manager, St. Francis Yacht Club, and the Bohemian Club’s club events manager.

“I hired Lindsay in the Fall of 2019 to manage our California Yacht Club,” explained Steve Hathaway, honorary Commodore and past president of the California Yacht Club.

“Before hiring Lindsay, I followed her career in club management and was always impressed by her friendly and professional demeanor. In addition, she had great experience

managing other yacht clubs, which I felt would be a real benefit to our club members,” he added.

Shortly after joining the CYC, Pizarro suffered the tragic loss of her husband.

“With starting a new job, she also had the added responsibility of raising her two young girls. I was amazed at how she managed to keep her focus on work at the club following this tragedy.

“Then, in March 2020, COVID hit, and the club closed for a short time. Lindsay was faced with laying off approximately 100 employees while maintaining a skeleton management team to keep the club running,” Hathaway added.

“Lindsay displayed her incredible creative side as she began to offer food services to our members outside and continued to offer junior sailing, rowing and other club programs that didn’t require opening the clubhouse. As a result, we had the best outdoor dining facility in the marina. ➤

“We were able to maintain full member dues because of what Lindsay was able to offer our members. So often, I would see Lindsay bussing tables or jumping on the kitchen hotline to help the chef. Nothing was beneath her if it needed to be done. She was always trying to make our club members happy and feel comfortable and safe. If I were to describe Lindsay in a few words, I would say she is a confident, creative and professional general manager who displays graciousness and resiliency,” Hathaway said. How has Pizarro, a Gen X’er, accomplished so much in such a short period?

LOVE

“I came from a family with a strong hospitality background, with my mother being a career waitress and my dad a chef. From the time of my first internship as a student at San Francisco State at the Bohemian Club, I fell in love with the club industry. I set the goal to be GM by the time I reached 35. I needed to work for different types of clubs to be an expert, so in my career, I’ve worked for one city, two country and three yacht clubs,” Pizarro explained.

GRATITUDE

“From the time I was a young gosling fresh out of college, the best mentors found me and encouraged me to grow over the years. I thank them for challenging me and for their support and care. They are Steve DePetro, Matt Oggero, Ron Banaszak, Pam Brewer, Noel Omila, David Robinson, Bill Johnson, Bruce Bennett, J.J. Wagner, David Voorhees, Brian Walsh, Josh Tanner, Duncan Reno, Steve Buck and Crystal Thomas,” Pizarro added.

“Lindsay is the type of person that improves you without saying a word. Her daily example, constant action and big smile speak volumes. Her ability to relate and listen to others will continue to change the club industry for the better,” said Kurt Burmister, past president of the Golden State Chapter and general manager of LaQuinta Country Club, another person who’s felt Lindsay’s influence.

“Her story of growing up in a hospitality family, then taking that passion to overcome extreme life challenges, while consistently inspiring others is just who Lindsay is. Her friendship has changed how I live my life for the better. There are very few professional relationships that have had such a tangible personal impact on me. The Burmeister family has benefited from the Pizzaro family friendship,” he added.

WATER

“I was dedicated to learning, active in all our CMAA chapter offered, attended national conferences, BMIs, webinars and completed executive eLearning platforms such as Cornell offers. I never sat still,” Pizarro related.

So, what advice can Lindsay give other general managers?

“While the last three years have been the most challenging of my life, having high emotional intelligence and being resilient has helped me the most as a GM. Most of us need to work

on our egos, lighten up and connect deeper with employees and members alike.

“Every club manager should take a course by Craig Marshall and Rick Ladendorf’s Mindful U to be self-aware, allowing us to best connect and have meaningful (and rewarding) relationships with club teams and members.”

But does she have specific advice for women who aspire to be GMs?

“With the leadership at my recent club and on the TGSC Board, I’m happy to see the great representation of diversity and inclusion that is well underway.

“I enthusiastically tell any aspiring GM to go for it! I encourage female mid-managers to be well-rounded in all club operations. So many female mid-managers gravitate to or are hired for event and membership roles. But I say, ‘Get out of these roles!’ It’s important to get food and beverage operations experience, sports programming/operations experience, finance, HR and maintenance management experience,” Pizarro stressed.

“Be sure to have a seat ‘at the table.’ Learn to radiate confidence, and if you don’t have it, get a female mentor who has it...emulate her strengths and find other resources to help you get there. At the same time, be gracious, elevate others and practice gratitude.

“Work in a club that suits you. If you’re like me and have children, a single parent and/or a balance with family life is important; work in a club environment with a board or owner that supports that. Work only in clubs that support growth and send you to CMAA education and networking opportunities. Be choosey.

“Lastly, invest in education opportunities and apply for scholarships to support constant education streams,” she encouraged.

“Today, I believe the most important traits for a GM are: Mental stamina, a positive and encouraging demeanor, an elevator of individuals and teams flexible, resilience, a desire to learn continually, and being a good and consistent communicator/listener.”

What does Pizarro view as future challenges for GMs? Mental health and life balance top her list.

“Mental health, are my colleagues taking care of themselves? I recognize not everyone bounces back as well as I have. But I have a cheery disposition and my ‘factory reset’ is being an eternal optimist. That’s the way I’m wired.

“In our line of work, we are givers,” Pizarro exclaimed. “We need time to rejuvenate. When we don’t rest and restore, our mental health breaks down. So to be our best for our teams and members, we must be our best and constantly reset.

“Depression is real, and we need to recognize depression is on the rise. It’s lonely at the top and even the strongest club managers/individuals can have a mental breakdown. But, we all need love and support,” she elucidated.

Pizarro, as have many club general managers, experienced long working hours that can affect a person’s life balance, home life and family relationships. So how has she handled this aspect of her life?

FRANK WOLFE

Frank Wolfe, CAE is CEO for Hospitality Financial and Technology Professionals (www.hftp.org).

EXECUTIVE COMMITTEE

HFTP 2022 Compensation and Benefits Survey

The biannual HFTP Compensation and Benefits Survey, established in 1989, was developed to provide information on salaries and benefits, and to present a profile of accounting, finance and technology professionals in the hospitality industry, including clubs and club management companies. The survey, a key benefit for HFTP members, has been con-

sistently taken over the last 30 years. It was briefly paused for the expected 2020 survey due to the pandemic. Now the survey returns with this 2022 report. The following are highlights from the U.S.-based, club-centered results, with a total of 136 respondents.

PROPERTY PROFILE

ANNUAL SALARY BY TITLE

DEPARTMENTS SUPERVISED

BENEFITS PAID BY EMPLOYER

highlight the top benefits paid for by

For more information on this survey, contact the HFTP Research Center at publications@hftp.org.

TECHNOLOGY PERSPECTIVE

Never Underestimate the Complexity Of Private Club Software

One thing that drives me nuts when I hear it is this: “It’s just a club. How complicated can their operations really be?”

All of us working in the club industry know that club operations are complicated, especially when you compare clubs to other hospitality segments, such as restaurants, hotels, resorts and community associations.

The reason is simple: The club industry segment incorporates all the other hospitality segments “under one roof” while adding its own specialized operations. Clubs include restaurants, hotels and lodges, resort operations and, last but not least, community associations.

So, it only goes to reason that the software clubs use is also the most complicated of the hospitality segments. In our consulting work with clubs, resorts and community associations, we use a detailed hospitality software specification to help document the needs of each client.

BoardRoom articles over the years, you’ll know how often I’ve harped on the need for club managers and board members to have an adequate understanding of general technology concepts and club-specific software capabilities.

These folks evaluate, select and implement technology solutions at their clubs. Often, they are woefully unprepared to carry out those tasks.

In particular, club board members are prone to underestimate the complexity of club management software and compare it to the programs used in their business careers.

Board members may overlook the extensive list of club-specific software features needed, which cannot be satisfied by off-the-shelf software such as Oracle, Sage, Quickbooks and Microsoft Dynamics.

Now, you may think: “I’ll just leave this up to my IT manager or outside IT support company. They must know all about club management software.” Think again. Most IT folks focus on equipment and infrastructure, with little or no knowledge of how club management software operates. Ask them how to configure a network firewall and they’re all over it. Ask them how to handle food minimum tracking or initiation fee installments and you’ll most likely get a quizzical look.

What to do about all of this? First, the club industry’s major professional associations offer their members valuable technology education. Hospitality, Financial and Technology Professionals is especially well-positioned to provide its 5,000-plus members the education they need to adequately carry out key evaluation, selection and implementation tasks.

This specification includes a listing of nearly 2,000 software features, which we use as a checklist to record each client’s needs. Hands down, clubs command the longest and most complex list of required software features.

Why should this matter to you? If you’ve followed my

Don’t assume you need to be a club CFO/controller or IT manager to join HFTP. Lots of CEOs from hotels, resorts and restaurants from around the world are members. Maybe it’s time for club managers and board members to join their hospitality counterparts to gain the knowledge they need to make good club technology decisions. BR

Bill Boothe is president and owner of The Boothe Group, LLC, an independent consulting firm that helps clubs understand computer technology, make good decisions and receive the highest value from their technology investment. During his 30-plus years in the club industry, Bill has assisted more than 400 private clubs with the planning, evaluation, selection and implementation of computer technology in all facets of their operations. Bill can be reached at bboothe@boothegroup.com.

Of course, it does! Both general managers and department heads of clubs who have earned Distinguished Club status are widely recognized by Kopplin Kuebler & Wallace and boards as leaders at providing a great Member Experience. It makes you a very strong candidate for leading clubs searching for top club management.

Executive Search Firm Leaders for the Private Club Industry

The only merit-based award program that recognizes private clubs and their management for outstanding delivery of exceptional Member Experience. www.distinguishedclubs.com

Kopplin Kuebler & Wallace Partners pictured left-right: Dick Kopplin, Tom Wallace and Kurt Kuebler

Does it make a difference if you are a manager at a Distinguished Club?

VICTORIA BURNS

Victoria Burns is marketing services team lead at MembersFirst. She can be reached via email: vburns@membersfirst.com

HOUSE COMMITTEE

How to Approach a Website Redesign in 2023

Redesigning your website regularly is key to your club’s success.

Over time, websites require upkeep, rearrangement, and redesign. Your site should engage with your members, guests, and prospects, and your first step in determining if your site needs a redesign is to evaluate it.

When looking at your current website, can you confidently make these statements?

Our club website:

• Makes a great first impression

• Showcases the club brand

• Helps visitors make informed decisions

• Creates and displays value

• Enforces or creates credibility

• Amplifies customer service

• Guides the user experience

• Assists in club growth and retention.

This list provides a starting point for your website goals. If your website is not an active tool you promote to your prospects and members, if it frustrates you, or needs more intent, your website visitors may also desire more from you.

REASONS FOR A REDESIGN

During your evaluation, identify the reason(s) for your next website redesign. At MembersFirst, on average, we see clubs redesigning their websites every three to four years. The most common reasons for a website redesign in the private club industry are:

1. Your goals are changing

2. You just don’t like it and need a refreshed look

3. The content requires a new layout

4. You have a new team, new committee, or new board

5. Your website isn’t converting visitors into leads

6. You are using antiquated software

7. New renovation/capital improvement project

8. New logo/new color pallet.

Knowing your reasons for a website redesign helps you create a clear vision that unifies and guides your team to provide the best user experience in person and online.

STEPS TO A PROACTIVE PERSPECTIVE

After you determine your goals and identify your reasons for the redesign, have your team use these four steps to begin preparing:

Step 1: Analyze your current website

With Google Analytics and a site audit, identify your top-performing pages and challenges. Data will highlight how your website visitors are engaging with your site and can take the guesswork out of your project. This analysis will help give a foundation for your decisions.

Step 2: Get inspired

Create a vision for your new website. Use a mixture of your favorite websites, websites your members visit, and other club websites that have been recently redesigned. This exercise takes you away from your current design. It can determine what content assets you want, from photos and video to typography, colors, navigation, and interactivity. The secret to a successful redesign is creating something unique for your club.

Step 3: Write an RFP

A request for proposal should display your goals, reasons why you want a new site, and what you visually like and dislike to articulate your vision. Your RFP does not need to be 10-plus pages. Even if it’s 10 bullet points, the partner working with you should be able to check these items off your list.

K E C A M P S

Have a camp already or want to create one from scratch?

Offer the best amenity for your membership, and let KE Camps do the work!

Our all-around camp program operates alongside your junior programs, not in competition with them.

Step 4: Do competitive research

Find opportunities and make actionable decisions when evaluating what your competitors are doing. Your research is not to copy them but provide a place to start and allow you to do things well and in a different way.

STARTING YOUR NEXT REDESIGN

As you determine when a website redesign is best for your club, using an approach that gives thoughtful evaluation will help your website become one of the most valuable tools to assist the club’s success.

We have created a website redesign checklist for your team to get a jump start on your evaluation. This checklist includes core features of your website and an inspiration exercise that will paint a picture of your vision for a new website. BR

The Country Club Summer Camp

Contact

"We have been collaborating with KE Camps and it is a really fabulous relationship. The blending of the program with the rest of the club is smooth and flawless. Any other alternative to this concept would be less desirable."

- Club Partner

An Open Letter From Your Locker Room Manager

Dear Board of Directors,

Thank you that we can staff the locker room from before the first golfer arrives until after the last golfer is off the course. I am trying to make the locker room service the best it can be. However, I need your help, please.

I am asking for and need the same level of authority as other department managers. Honestly, I am a manager by title only. I cannot order supplies without getting permission, which is frustrating. I can make many decisions regarding amenities, layout and service standards.

Although you may not hear complaints, it does not mean that the state of the locker room cannot be better. For example, I recently took the “Does Your Locker Room Make the Grade?” test. Our score was a dismal 45 percent. Articles in BoardRoom, such as “Checklist for A Better Locker Room” and “Golf Locker Room Attendant Standard Operating Procedures Checklist,” have motivated me even more to excel in my profession.

I politely request that the upcoming renovations to the clubhouse include input from staff from each department. Doing so will dramatically increase the long-term employee morale and admiration for each of you.

We are concerned because the firm hired has no one with hands-on experience working at a golf or country club. As a team, we have years of experience and know what changes will improve the layout design. We have listened to comments from members and guests.

However, simply giving our input is not enough. Renovations were completed at the club across town without the architect and interior designer including employee input. Members are unhappy with the results, employees have switched clubs and the board fired the general manager, as if to blame him.

I noticed that the club’s website states we have the finest of amenities. Yes, it is true that the men’s and women’s locker rooms are impressive and have amenities that many clubs do not.

However, after visiting some of the locker rooms at other clubs in our area, I report that we do not offer chilled bath

towels by the steam, sauna and whirlpool. One club features heated bath towels by the showers along with heated robes. I was also impressed seeing a barbershop for men and a hair/nail salon for women.

Truthfully, members here have told me they would like a licensed massage therapist on duty with regular hours. Our shower heads need to be replaced with full wide thick sprays with no hollow spots. Doing so will be a dramatic and instantly noticeable improvement because our water volume and pressure are excellent. I have compared showerhead performance and recommend that the water limiters be removed.

With younger new members, we need up-to-date hair care and shaving products while keeping the standards many older members prefer. The members deserve their money’s worth. The club down the street has all of these amenities, along with many others, such as high-end shower liquids, hot lather machines and a walk-in shoe-drying closet in the shoeshine area.

I have prepared a lengthy list of improvements. Some improvements are simple and inexpensive; others are more costly and time-consuming. Either way, the locker room is a major reason why members join a club. It is also a source of income because of the annual locker fee and the potential for new members. I did my own survey and found that the better the locker room, the greater chance of a waiting list to join.

Please accept this letter with all sincerity. I look forward to hearing back from you. I want to present a better locker room. Would you let me attend monthly board meetings?

Respectfully,

Your LRM

Bruce Barilla is a locker room consultant providing ideas, suggestions and staff training for amenities, layout and service. www.lrcgolf.com

HOUSE COMMITTEE

Renovating Your Locker Rooms?

Byron Nelson, owner of the longest winning streak on the PGA Tour and ball-striking legend, once characterized the locker rooms as “the soul of the country club.”

True to Lord Byron’s words, more and more clubs are discovering how central their locker rooms are to recruiting new members and retaining old ones. As a result, locker rooms across the country are being renovated. That being the case, I wanted to share a few lessons learned during our recent renovation (and others) that will make yours less frustrating. They are a must-read if a remodel of this department is in your club’s future. They are as follows:

1. Involve your locker room manager in the renovation from start to finish: I know and have heard about locker room managers who have spent decades serving their members but were shut out of the renovation process. I suggest management ask a veteran locker room manager these questions: “What amenities (shampoo, shaving cream, cologne, perfume, etc.) can our members not live without? Which ones are outdated and need to be retired? What complaints have you heard? What do the members like the most about our locker rooms? The least? What are members asking for that we don’t have? What do you think of the colors chosen for the bathroom tile, locker room carpet, etc.?”

Unfortunately, the questions may never be asked, and the locker room manager’s opinions are given little consideration.

2. Set up a temporary shoe room during the renovation and make shoe service available to members and guests: The shoe room may be down along with the locker room(s). But that doesn’t mean you can’t set up a temporary shoe room in, for example, a storage room in a nearby building. I did, and it worked well. Members dropped off and picked up their shoes on a table in the clubhouse. Service took 24 hours. However, I often returned footwear to members shortly after their rounds.

3. The grand opening date and the completion date may be two different things: I hope this isn’t the case with your remodel. But your grand opening may be, for example, on June 1. But plan on the punch list being completed and the final walk-through happening one to three months later. The same is sometimes true for a men’s grill remodel.

It helps to keep this in mind and not get stressed if an army of people is working to get everything done a few days or weeks out from the deadline. The whole process may be complicated further by problems with supply chains.

4. If your club chooses to refurbish your old lockers, consider replacing the outside key locks with push button/combination locks: Notice, I said, “consider.” I have heard of clubs that successfully transitioned from key locks to combinations. However, I’ve also heard of clubs that went to combinations that stopped working. As a result, one club had to go back to key locks. The best solution is to find a combination lock that is not battery-dependent. Have a written contract with the vendor that says all combo locks that malfunction will be replaced for free.

Finally, replace outside key locks that are more than 10-12 years old. That’s not just my opinion, but what the largest manufacturer of lockers for country clubs in the US recommends. In most cases, as noted, it’s a good idea to consider going with locks with buttons or modern combos instead.

Yes, they cost more, but your members will appreciate the ease of use (including members setting their own combinations, staff having a master key). And the cost of getting keys copied, an expense that can run in the hundreds of dollars annually, will be eliminated. BR

Todd Dufek is the locker room manager at The Country Club at DC Ranch in Scottsdale, AZ, and president of the Locker Room Managers Association, with a website at www.yourlrma.com. Todd has five books and three training programs to his credit. For a free trial membership and a free book on the secret to improving locker room services, contact Todd at yourlrma1999@gmail.com.

Achieve What You Believe

A distinguished club deserves a distinguished private bank. Discover how MidFirst Private Bank can assist with all of your financing needs. Whether you are renovating the clubhouse or re-designing the golf course, MidFirst Private Bank is here to provide concierge-style banking service every step of the way.

Xhibtz Contract Furnishings Named DiPietro Vendor of the Year

By Dave White, editor

About 20 years ago, Steve Berlin was interviewed for a job by the vice president of an outdoor furniture company.

“He said, ‘I like your tenacity,’” Steve Berlin related recently. That tenacity eventually led to Berlin with his own company, Xhibtz Contract Furnishings, a very successful vendor in the private club industry.

In fact, he’s been so successful that Xhibtz has been selected as the recipient of the Jay DiPietro Vendor Award for 2022...one of BoardRoom magazine ’s most prestigious Awards of Excellence.

“We’re really honored to receive the DiPietro Vendor of the Year Award ,” Berlin said. “We want to thank the general managers and the clubs we’ve worked with for making us a contender. Without them, it wouldn’t be possible.

“Our philosophy hasn’t changed since our beginnings; Xhibtz works with our clients to ensure they purchase the right product and service for their outdoor needs.”

The company has also been heavily involved in charitable work in which many southern Florida clubs are involved.

“I met the late Jay DiPietro when I did some work for Boca West Country Club when I started over 20 years ago. I also learned what Jay was doing for kids’ charities and got involved,” Berlin added. Xhibtz has been involved ever since by providing donations annually as well as going to the gala fund-raising events.

“I can think of no one more deserving than Steve Berlin of Xhibtz Contract Furnishing as the recipient of the DiPietro Vendor of the Year Award,” said Michael McCarthy, CEO and general manager of Addison Reserve Country Club, Boca Raton, FL.

“I’ve known and worked with Steve for over 16 years and have benefitted first hand from his outstanding work. He is clearly a leader in his field and dedicated to delivering the best that the industry has to offer. He’s always been responsive to our needs at Addison Reserve and during any of our outdoor furnishing projects over the years, he has always kept us informed every step of the way seeing the project to completion and exceeding our expectations.

“In addition, through my relationship with Jay DiPietro, Steve has always been a huge supporter and contributor to the Seminole Region Children’s Charities which he continues to do to this day. He is always someone you can count on,” McCarthy added.

“Steve has always been receptive to our needs at Boca West Country Club and goes above and beyond to deliver the best that the industry has to offer,” expressed Matthew Linderman, president and general manager of Boca West Country Club.

“Throughout our longstanding ‘partnership’, he has worked tediously to ensure that we stay within our budget and always receive the most impact and value for money for all our outdoor furnishing projects.

“Steve’s a true professional; he has always been a big supporter and contributes to the Seminole Region Children’s Charities,” Linderman added.

Marius Ilie, general manager and COO of Glen Oaks Club, in Old Westbury, NY, has also strongly supported Berlin’s activities.

“I’ve worked with Steve on several projects at three different clubs over 14 years. Steve is a genuine, hardworking and

loyal professional that always goes above and beyond for his customers. The quality of the product that Steve and his company deliver is premier and instrumental in enhancing the member experience within the club industry,” Ilie related.

“Steve and Xhibtz have been a part of several charitable initiatives with the industry, CMAA, and the Seminole Region Children’s Charities, all of which are still active, and many other initiatives within the industry,” he added.

All good reasons why Xhibtz Contract Furnishings is being recognized as the Jay DiPietro Vendor of the Year for 2022 in the private club industry.

BONNIE J. KNUTSON

MEMBERSHIP MUSINGS

Can You Dodge a Tennis Ball?

I am clearly not an athlete. Anyone who has watched my 5-foot-2 frame try to dribble a basketball down the court or spike a volleyball over the net will attest to that truth.

I am, however, somewhat athletic if I use the definition Henry Marken puts forth on his TMF website: “Being athletic means that one has naturally proficient levels of coordination as well as an advanced use of physical skills or capabilities.” Over the years, I became respectable on the tennis court, managed to carry a decent handicap, knocked a baseball over a few heads, and with a lot of effort, once got my run time down to an eight-minute mile.

Any athleticism that I can claim comes from my dad. From bocce to baseball, he was a natural. He would always tell me that to be athletic, you need (1) your brain to coordinate your eyes and hands, (2) to be nimble and quick, and (3) to find a coach/pro who can really communicate with you. I don’t know how well I did with the first two, but I always tried to find and work with a coach/pro who could make me understand to the point where I got it

Several years ago, my trainer, who knew how to push me to ever-higher levels, moved to another city. Knowing my personality and abilities, she recommended I work with a new trainer who had joined the staff of my athletic club. So I tried him out. Our first session took place on an indoor tennis court. He took the net down, had me stand on the far service line, brought out a ball machine, and shot tennis balls at me for 45 minutes. My job, of course, was not to get hit by a ball. He became my trainer right on the spot.

So what does dodging tennis balls have to do with your club’s marketing? Let us return to my dad’s three athletic admonitions because you can apply them to your club’s business success. (1) A club’s strategic plan must coordinate members’ expectations, the club’s resources, and the club’s staff. (2) It must be agile enough to change with unexpected opportunities or threats. (3) The club manager must communicate effectively with members, staff, and the community. Or, as one of my professors always said, communication is shared meaning.

No business can exist without a strategic plan. While all three admonitions are crucial to its success, it is the second one – agility – that has become increasingly important in today’s constantly changing club world.

Strategic planning was originally developed for military operations; it entered the business world during the rapid economic growth in the mid-’40s following World War II and successfully used throughout the next few decades. Beginning in the ’90s, however, access to technology and globalization made it easier for organizations – including clubs – to acquire more reliable information that could impact their strategic plan.

Today, information is coming at us constantly from many directions, and it is always changing. In 1945, the rate at which information doubled was 25 years; today, it is doubling estimated at every 12 hours. The speed with which technology is progressing is the driver, upending our careers, transforming lives and disrupting (our businesses).

Simply put, we can no longer predict the future based on the past. Said another way, the static strategic plan is dead. Roger Martin, a leading strategist, said it best: “We can’t use uncertainty as an excuse to put off making strategic choices … While the strategic plan was vital to a business during the last century, today’s turbulent environment makes it essential to know how to balance strategy with agility.”

The operative mandate is to be agile. Successful clubs will be able to think strategically but act innovatively and adapt quickly to rapidly changing situations. In other words, they will have to move quickly enough to dodge the incoming tennis (i.e., marketing) balls.

The need for any business to be flexible has become so imperative that agile marketing has moved from being a buzzword to meaning the best-in-class way of working. It has its own four-point “manifesto” with four pillars:

1. A strong focus on (member) value and business outcome versus activities and outputs

2. Delivering value early versus waiting to be perfect (i.e., perfect is the enemy of great)

3. Learning via data and experimentation versus opinion and conventions

4. Cross-functional collaborative teamwork versus silo and hierarchical decisions.

By 2021, 51 percent of marketers said they were using agile marketing ways of working. Simply put, the global management firm of McKinsey & Company says it means that these marketers rely heavily on information – i.e., data

Bonnie J. Knutson, PhD, is a people watcher. A professor in The School of Hospitality Business, Broad College of Business, Michigan State University, Dr. Knutson is a member of the Country Club of Lansing and the Michigan Athletic Club. She can be reached via email: drbonnie@msu.edu

and analytics – to discover promising opportunities to solutions to threats in real time. While there seems to be a myriad of agility methods, they all have three keys to making agile marketing work.

The first, of course, is the diversity, equity and in clusion (DEI) of the team. As with any successful club operation, the most important element is the people. As club manager, your primary task is to identify and bring together a small team of talented people who can work together at warp speed. While there is no set number of team members, an optimal size generally ranges from five to seven who have skills in numerous functional areas. Once the team is set, your next task is to give the team a clear sense of what it is to accomplish within its agility mandate.

The second key is a marketing-technology infra structure that can capture, aggregate and manage the information that the team needs to complete its mandate. This will be a significant challenge for most clubs because they lack the resources to obtain the technology they need to produce relevant data or the personnel highly skilled in analyzing that data.

The final key is to establish a space – sometimes called the war room agile marketing team. It worked for Winston Chur chill during World War II, so it can work for your club, too. McKinsey & Company would point out, however, that the war room team needs to have open communication with other departments and quick access to their key people.

This article touches on one of the hottest marketing trends in the business world, as ev idenced by the 141,000,000 “hits” I got when I did an online search for agile marketing. As clubs begin to integrate agile marketing into their planning process, these “hits” will provide them with detailed steps to make the process successful. But perhaps Webster’s Dictionary puts it best, saying agile is “marked by ready ability to move with quick easy grace …

Mike Strauss is GCSAA’s media relations manager. To learn more about GCSAA’s wide range of continuing education opportunities for the golf course management industry, visit gcsaa.org.

GREEN COMMITTEE

GCSAA Offers 14 Specialized Education Tracks At Annual Conference and Trade Show

While educational opportunities abound through the Golf Course Superintendents Association of America year-round with live webinars, on-demand webinars and short educational videos, the learning heats up at the annual GCSAA Conference and Trade Show.

The 2023 version of the show takes place Feb. 6-9 in Orlando, FL, with hands-on learning opportunities, interactive facility tours, power hours, and more than 80 seminars.

Attendees can learn from some of the brightest minds in the country on a variety of topics that will benefit your club’s operation. GCSAA brings in speakers with expertise in areas that will benefit those filling the seminar seats.

Topics cover everything superintendents can encounter in daily course maintenance, new technology, labor, the business side of the profession, and even mental health, among other subjects that will enhance their knowledge.

GCSAA provides education tracks as an easy road map for attendees to sign up for education relevant to a particular topic or specific role. There are tracks for everyone on a maintenance team, including superintendents, assistants, equipment managers, students and Spanish speakers.

“The purpose of tracks is to make it easy for the attendee to ‘shop’ for the education that is most relevant to them,” said Kelli Norwood, senior manager of curriculum at GCSAA. “For the superintendent, this is a great way for their team to identify education that is relevant to their role. For the individual, it is a way to focus on the areas they want to strengthen.”

The tracks are all-encompassing education and support the success of the entire facility. They are a direct response to attendee feedback, Norwood said.

“Members have asked for content on emotional wellness, so there is a track for that,” she said. “When a hot issue like labor is identified, we create a track. Spanish speakers? There is a track.”

Agronomy

From understanding plant biology to managing bunkers, equipment, and pests – agronomic expertise is at the heart of the superintendent position.

Assistant Superintendent

Assistant superintendents will develop new skills to advance their careers. A sample of seminars includes The Business of Golf, Creating a Game Plan for Your Career and Turfgrass Science Behind a Career of Mistakes as a Superintendent.

Best Management Practices

This track encourages the implementation and use of up-todate agronomic and environmental practices at golf facilities.

Business Management

Attendees will gain valuable skills in business, communication and leadership.

Construction

Features education developed by the Golf Course Builders Association of America.

Equipment Management

Provides cutting-edge industry best practices in equipment management and learning how to advance the equipment operator’s career.

Environmental Management

These seminars are about finding sustainable solutions to facilities while learning about management practices that are environmentally friendly. Seminars will feature BMPs for water management, turfgrass nutrition, pest control, etc.

Labor

Superintendents are being asked to do more with less, now more than ever before. This track includes creative solutions to address the workforce challenges in recruiting and retaining team members.

New Education

Features brand-new education offerings in a wide variety of areas.

Power Hour

Power hour sessions are a format with a range of speakers and topics in one fast hour. Attendees will get quick hits on a variety of subjects in this fast-paced format.

Student Registration is free for student members. Session topics include business of golf, accountability, soil tests, public relations and creating a career game plan.

Spanish In-Language

Several seminars will be presented in Spanish.

Water

Focused sessions on facility water conservation, drought management, irrigation design and water quality.

Wellness

Registrants will learn practical strategies to improve mental health, manage thoughts and emotions and reduce stress. These sessions should make an impact on both professional and personal lives.

There are opportunities for everyone on the club’s maintenance team at the GCSAA Conference and Trade Show. To register and learn more, visit www.GCSAAconference.com. BR

MIKE STRAUSS

GREEN COMMITTEE

DAVE DOHERTY

Dave Doherty is CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents regarding the testing of sand and soil-based greens. Dave Doherty is the 2022 recipient of the Dave White Excellence in Achievement Editorial Award. He can be reached at (913) 706-6635 or via email: daveistrc@hotmail.com

Maturity…That’s What It Takes!

The one thing that I’ve found constant with every successful golf course, athletic field, racetrack, or tennis court operation I’ve worked with over the last 20 plus years is maturity at the management level. And it doesn’t matter whether it’s an active owner, board president, general manager, green chairman, director of golf, golf course superintendent, or grounds keeper.

I’ve come across many definitions of the word ‘maturity’, however this definition has really had an impact on me: Factor of professional maturity providing an open mind.

I now understand this as leadership with an open mind and to that I add my own words to this definition: the state of calmness. In other words, the most successful operations I’ve worked with all have calmness and an open mind aura (a distinctive but intangible quality surrounding a person or thing) that filters down from the top managers to those in other management positions and hourly workers that make up their entire work force.

It doesn’t take being an older person to acquire this ma-

turity of calmness and an open mind. During a recent trip to Toronto, Ontario, Canada I visited a number of courses I’ve worked with over the last few years. All have good leadership, leaders with a calmness and open mindedness about them that made my visits very enjoyable. However one course stands out in a very positive way.

This course last year was in a state of flex. Club management kind of knew what needed to be done, but wasn’t sure just how to get there. This very prestigious club took a gamble and hired a young superintendent who had that aura about him of calmness, confidence, and open mindedness… maturity.

In the year since they’ve made a number of improvements with the quality of turf. But the morale of the staff with whom I’ve visited really got me excited.

They’re excited about their work and are looking forward to the 2013 results. This young superintendent has been able to first find out what he was dealing with, based on science, and the physical, chemical and biological properties of his turf.

Upon understanding what he was dealing with he was able to sell his new programs to his staff, because they have now been able to understand why they were being asked to do certain chores they had not done before.

During a tour of the course the assistant superintendent took me to the 18th green where they had installed four-way drains with slide valves in the green’s low run off areas and clean outs on the ridges of each green. A lot of work to say the least.

The impact that this new four-way slide valve system will have on the quality of turf is beyond words. Not only will they be able to see the water draining after a rain, they will be able to measure the discharge water for chemicals. It will allow them to flush their greens more effectively and use less water in doing so.

This four-way system will also allow for more oxygen to be available to the roots. When oxygen is in short supply, carbon dioxide, hydrogen sulphide and methane can become more prevalent.

Under the leadership of this new young superintendent this prestigious golf club will soon be back to the conditions that the members expect. Why the turn around? MATURITY! BR

WE HAVE A FULL RANGE OF PRODUCTS TO SATISFY ALL YOUR NEEDS

POOL FURNITURE • BEACH FURNITURE • UMBRELLAS • CABANAS • PATIO FURNITURE • CUSTOM CUSHIONS

XHIBTZ is the 2022 recipient of the Jay DiPietro Vendor of the Year Excellence in Achievement Award — Presented by BoardRoom magazine

“We’ve been using the Whoosh software for over a year now and it has drastically improved our operations. The software is easy to use and saves my team valuable time on a daily basis so we can focus on our members.”

- Gamon Manne Director of Golf The Country Club of Louisiana

Steve Berlin

TILL VON RUEXLEBEN

To discuss applications for your clubs and to find out what other clubs are doing, contact Till von Ruexleben, COO, CISSP, CeH, CSA, CCSK, Vivid Leaf, at (239) 293-6699 or via email: info@vivid-leaf.com www.vivid-leaf.com

GREEN COMMITTEE

Staying on Top of Ever- and Rapidly Changing Technology and Membership Expectations

Operating a private club is demanding and complex and doesn’t leave much time to stay on top of the latest technology developments.

Following the concept of Adam Grant (“Think Again”), we are constantly challenged to rethink – technology advances so fast that what was “state of the art” three years ago is considered mainstream or even “old fashioned” today. Membership expectations also progress and shift, adding to the need to adapt quickly.

In an industry of sharing and caring, private clubs have always helped each other and shared what works; recent advances make it possible to learn from (and to share with) hundreds of clubs instead of calling one general manager at a time. Sharing experiences helps expand your network and makes you (and your club) a valuable member of the network.

The Vivid platforms (Vivid Leaf and Vivid Club) embrace this mindshare concept to empower clubs. Leveraging the latest developments, combined with ease of use, Vivid Leaf’s

focus is sustainability mindshare; Vivid Club optimizes collaboration within the club: “The Collaboration Platform.” Developed from Clubs for Clubs, a click of the mouse makes progress in strategic or joint projects instantaneously visible.

Assigned tasks are always up to date, ensuring team members know what they need to do and when. Secure sharing of documents, meeting minutes and voting results, 360 feedback and employee surveys are a few examples of functionality that benefits from one central database and artificial intelligence technology. “We are able to stay on top of all our projects and have all our priorities properly tracked and sorted” is the feedback from clubs working with Vivid Club.

Shared templates are available and cover recurring tasks, such as new board member onboarding, new restaurant opening, new hire onboarding and more, making sure nothing has been overseen and everything happens at the right time.

Staying on top of new technology and membership experiences doesn’t have to be difficult. Please visit us at www. vivid-club.com and www.vivid-leaf.com BR

CHRISTINE KANE

GREEN COMMITTEE

What Are the Benefits to a Golf Club Of Becoming an Audubon International Certified Course?

It’s a frequently asked question that carries plenty of merit.

At Indian River Club in Vero Beach, FL, the membership still stops head superintendent Robert Wallace and wants to know more, even though the course became involved in Audubon International’s elite Signature Sanctuary Certification process before the first shovel went into the ground back in the early 1990s.

“My answer is basically that we are doing what’s right for the environment, we’re saving the course money and we’re providing the golfers a chance to see wildlife in their natural habitat every time they play the course,” Wallace said of Indian River Club, which became the second course in the world to achieve Signature Sanctuary Certification back in 1995.

Wallace’s answer perfectly captures the primary goal when Audubon International was created 35 years ago. There has always been a complicated relationship between the golf course industry and environmentalists. Fair or unfair, it is often assumed that golf courses unnecessarily use massive amounts of water and chemicals, degrade water quality, and cause a deterioration of wildlife habitat.

Over the last three-plus decades, we have committed ourselves to try and modify that perception, and today we have nearly 2,000 golf members, many of which operate multiple courses.

The Audubon Cooperative Sanctuary Program for Golf is an award-winning education and certification program that was created to help golf courses enhance valuable natural areas and wildlife habitats that golf courses provide, improve efficiency, and minimize potentially harmful impacts of golf course operations.

As for the Signature Sanctuary Certification, there are four levels of certification and they are strictly for new or renovating golf courses, resorts, and communities. This certification involves comprehensive environmental planning with architects, owners, managers and key stakeholders to ensure sustainable design, construction and long-term management of each property.

“Signature Sanctuary Certification is Audubon International’s most elite and customizable environmental certification and the fact that there are only 115 certified golf courses in the world that hold this status is a testament to that,” says Kat Welch, director of Audubon International’s Signature Sanctuary Certification. “For each golf course, we help determine

its environmental resources and any potential liabilities, and then we work with them to develop a plan that fits its unique setting, goals, staff, budget and schedule.”

We’re proud that the large majority of our certified members regularly report tangible evidence that the process is effective on many levels. Eighty percent of our certified courses all over the world decrease the amount of managed turfgrass, 56 percent increase the width of the “no-spray zone” around water features, and 99 percent report that turf quality remained the same or even improved.

As a result, most certified members report saving up to 15 percent on their maintenance and management budget when they implement the program. Additionally, consumers are increasingly choosing products, destinations and brands that make a concerted effort to employ sustainable best practices that benefit the environment, so becoming Audubon International certified is a great way to create goodwill with your members, guests, employees and surrounding community.

The ACSP certification process is relatively affordable and following the completion of being certified, recertification is required every three years, alternating between site visits and backup documentation reviews. A repeat site visit at every certified course is required once every six years. Signature members submit reports on an annual basis and Audubon International conducts site visits to all those courses once every three years.

“The process is detailed but pays off for our members when our third-party verification of sustainable design, construction, and long-term management is achieved,” added Welch. “By including numerous stakeholders in the certification process, including club management, golf course architects, and golf course builders, Signature Sanctuaries have a greater reach and more advocates for their environmental stewardship efforts.”

Wallace agreed that the time and effort put into remaining certified each year is more than justified.

“Yes, it can be a lot of work, but it’s time and effort that is well worth it.” he said. “I can’t emphasize that enough. I mean, in life, nothing with a reward comes easy. So the effort is definitely worth it and, like I said, we’re very proud of that certification.”

To recap, pursuing and securing an Audubon International certification is truly a win-win for all parties involved, but most importantly, the environment. BR

Christine Kane joined Audubon International in 2016. As the organization’s chief executive officer, she is responsible for all aspects of the nonprofit organization’s operations, including its core certification programs, member services, conservation initiatives, and human and financial resources. In addition, Ms. Kane is vice president of the board of trustees for The FairWays Foundation, which provides grants for conservation-based projects around the world. She can be reached via email: Christine@auduboninternational.org

Delivering Club and Filling The Big Empty

THE BIG EMPTY

Times are hard. COVID-19 lingers. Inflation’s back. The future’s a mystery. People are lost, confused, feeling unwanted. Empty.

Good times for clubs that deliver club.

Huh???

People are born empty, alone in the world, crying for nourishment. Needing hardware–the milk. Needing software–the hug. Wanting to fill–The Big Empty.

People want to fill The Big Empty with stuff–hardware. Food. Booze. A golf course, tennis court, gym. They want stuff and stuff is an important part of The Big Empty.

But stuff isn’t enough.

People want to fill The Big Empty with software–non-stuff stuff that fills an emotional void. The smile. The hello. The handshake. The high-five. The slap on the back. The wave goodbye. They want non-stuff to go with their stuff, and in hard times non-stuff is a huge part of The Big Empty.

Lots of businesses do stuff. Hotels, restaurants, fast-food joints, day-use golf courses–they all do stuff and lots do it well. Hire the right architect, interior designer, gym specialist and good stuff will appear. But stuff isn’t enough. The Big Empty is only half full–and clubs know it.

Clubs compete best when they emphasize the non-stuff side of The Big Empty equation. Equal their hardware, beat ‘em with software. People contact. Relationships. Community. The love. The emotional non-stuff that makes the chairs and the carpeting and the furniture and the golf course and the pro shop and the locker rooms memorable, unique and special.

Software matters.

Here’s why.

THE BIG WANTS

People have powerful emotional wants that are simple and unchanging, applicable whether in Miami, New York or Scottsdale. These “needs of the spirit” are the starting point for filling The Big Empty with software and “whupping” the stuff guys with their new spas, new irrigation systems and new tablecloths.

Club people know.

People are born wanting dignity. They need to feel that they are special, worthwhile, important. “I am Me and Me is good. Take note!”

People are born wanting status. They want to feel that they’re “someone” in a world where there are lots of “someones.”

People are born wanting relationships. They want to be connected to others, to a tribe, a family, a group. “These are my friends, my bro, my buds!”

People are born wanting community. They want to commune with people who share their values and live the values they share. “This is my church, these are my teammates, these are my co-workers!”

People are born wanting to feel the joy. They want to be surrounded by others who are powerfully positive, who give them the buzz and who make them laugh and smile whenever they’re about. “Just being near The Wild Man makes me laugh!”

People are born wanting to feel the love. They want to experience an emotional connection with people who care deeply for them passionately and openly. They want to be embraced with a blanket of warmth and emotion when they arrive at the club. “I can tell they really, really like me–in spite of the wheelchair, the oxygen bottle and my old age!”

People are born wanting to be touched. They want to affirm their connection to others with a gesture, a look, a handshake or a scribbled note, handwritten and illegible. “I can’t read his writing but there’s no mistaking that The Wild Man wrote it!”

These software needs are universal, part of the human condition, common to everyone everywhere–to golfers, diners, gym rats, old geekers and children. Useful to know when filling The Big Empty.

The time is right to fill The Big Empty.

PRINCIPLES OF FILL

Everyone wants to fill The Big Empty with software. Club people know how.

Club people emphasize hospitality service–stuff delivered with a relationship. A door opened with a smile and a name.

Club people deliver stuff with EIIP–empathy, inspiration, information and personality. Club people feel your pain, give you the buzz, know how to cut through the red tape when issues arise, and deliver what they promise with a warmth found nowhere else.

Club people live service ethics–they deliver happiness; they provide dignity; they anticipate needs before those who need

GREGG PATTERSON

Gregg Patterson is founder and president of Tribal Magic. He can be reached via email: GJPAir@aol.com

it know it; they make sure the details are attended to; they deliver the stuff that’s needed when it’s needed; they make sure they’re a presence, focused on the member, when delivering the stuff; and they see shortcomings in the stuff and nonstuff and do something about it.

Club people understand the touch–how to touch people with a word, a gesture, a note or a symbolic something. They high-five the kids, hug the mammas, arm-wrestle the papas and send handwritten birthday cards to the kids.

Club people deliver stuff differently than the hardware guys. They know that how it’s delivered matters.

Cause they’re filling The Big Empty.

And clubs that deliver club do it best.

But “why” isn’t enough.

Time now for “how.”

FILL TACTICS

Filling The Big Empty requires tools and tactics.

Developing fill tactics is the fun part of the software cycle. Get a facilitator–the marketing director, the general manager, someone who understands hardware and software, someone who has facilitator in their genes.

Gather people together–the service manager, the GM, the locker room supervisor, the golf pro, the starter, the security chief, the chef, the front desk manager, the controller. Serve them some caffeine and let their creativity flow. Throw the big wants out for discussion.

Do some “experience mapping” to determine where and when club opportunities arise. Talk lots. Ask questions. Toss around ideas. Take notes on a flip chart. Reflect on needs, wants and expectations. Discuss the software holes that the hardware guys missed. Facilitate the conversation. Think free. Let everyone know that “everything goes.” Laugh, talk about members, give anecdotes, reflect on service encounters at McDonald’s, Walmart, the Ritz-Carlton and a competitor’s club. Reject nothing. Listen to everything. Ponder.

What member segments are we dealing with? Kids? Mammas? Twenty-somethings? Empty nesters? Grandmas?

How do we welcome people when they arrive wanting the stuff? The wave by Mr. Security when they enter the lot? The door opened by Mr. I.M. Painting Now as Mrs. GiveMeMore arrives?

How do we show people appreciation after consuming the stuff? Does the service team wave goodbye, shout “see you soon” and say “thanks for coming” to members as they exit the dining room? Does the front desk attendant wave goodbye, shout “see you soon” and say “thanks for coming” to members who leave? Do new members get a handwritten note from the chef saying “thanks for coming” and “here’s a freebie chef’s special dessert” card?

How do we make those who are consuming the stuff experience club before they arrive, when they arrive, while they’re here, when they exit, and after they’ve gone?

How can we deliver the touch–verbal, visual, written, physical–to the consumers of stuff?

Endless questions. Thousands of good answers. Unlimited opportunities. Fun stuff in tough times.

TIME TO FILL

People are needy when things are jumbled, uncertain and scary. The needy want hardware and software to fill The Big Empty. Clubs that do club love The Big Empty. Empty is opportunity.

Let the stuff people invest in the hardware. Let the club people master the software. Blend the two together and people become friends, friends become community and clubhouse becomes club.

And club is very, very good in hard times like these. Pour the wine. Deliver the food. Give the hug. Feel the love. And enjoy the journey. BR

marijuana legalization, minimum wage updates, and leading multi-generational workforces are topics that have impacted our clubs or will impact them in the near future.

Other workplace trends to pay attention to are the relationship between inflation and compensation, remote work, sustainability, declining engagement, union resurgence, expedited hiring processes, and elimination of performance reviews. What else should be added to your list?

Make data-driven decisions: Too many times, HR decisions are based on “feeling” rather than data. And while we should always incorporate a human approach to everything we do, we also need business metrics to justify our decisions.

The most important HR metric we should be tracking is turnover. Much like our blood pressure and temperature, taken when we go to the doctor as indicators of our health, the turnover metric is an indicator of our business health. How many people are leaving our company? Are they leaving voluntarily or involuntarily (terminated)? Are there particular departments that have higher turnover than others (an indicator of poorly trained managers)? Is our turnover

significant in the first 90 days of employment (an indicator of poor selection and/or onboarding)?

Additional important HR metrics include employee engagement survey data, competitive wage data, unemployment rates, benefit usage, exit interviews, days-to-hire statistics, training spend per employee, applicant flow and referral sources, offers made versus offers declined, and cost per hire. Armed with this data, we can drive decisions that will move our clubs forward.

Connect the dots: Data and trends are important, but if we want people to listen, we need to tell an impactful story. Communication that is flat and boring won’t cut it. In a world of endless streaming content, we must compete for attention. A compelling story can do just that.

As HR leaders, our job is to influence people to do what we need them to do. Connecting the dots between data and the ‘’why” can get us there. When you tell your story, keep it brief and compelling, connect it to your business strategy, and lay out the journey for your listener.

An effective HR leader can have a significant impact on your club’s success by balancing the perfect blend of tactical and strategic HR approaches. BR

to exceed $1 billion in the state.

It is also worth noting that this data is post-Hurricane Ian and that the anticipated cost increases in projects did not factor in additional pricing pressures that will likely be a result of the recovery costs from the natural disaster.

How are the costs of these capital projects going to be covered? The mood remains buoyant about the desirability of joining clubs and the corresponding price of entry charged. Even if demand for memberships weakens, ongoing capital charges remain strong alternative sources of funding, whether or not tied to a debt burden.

In summary, the data tells us that club leaders are ready to respond bravely and appropriately to the economic challenges of 2023 and beyond. More importantly, we all know that people make our clubs successful, not data.

Consequently, it was inspiring to feel the level of enthusiasm and optimism among the clubs that supplied this data – much higher than any chart could show. Our industry is strong, and our clubs are determined to move forward with vigor in 2023 and beyond. BR

“I try to be mindful on my drives to and from work. I want to be productive and use my long commute (an hour and a quarter each way) to chat with friends and families, call customer service if I need to follow up with an item, pay bills, sit in on webinars, compose my GM newsletter articles via voice dictation, or build an Amazon cart.

“I focused on being in work mode at work and mommy mode full when with my girls. So I’ve been really good at being present...okay, maybe I was operating with 95 percent focus. But I want both work and my girls to get the best Lindsay and my full attention.

“At home, I added a hopscotch entry rug. While I may have initially purchased this for my girls, it helps me transition to home life and be a fun, loving mom when I come home,” Pizarro related.

Lindsay views it as part of her mission to incorporate fun into every day... “and we do!”

So, what’s next for Pizarro?

“In January, I’ll experience a new opportunity working for one of my mentors and friend, Crystal Thomas. I’m thrilled to take on a new opportunity and work alongside one of the greatest...a legend in the industry.”

Pizarro will join Thomas’ company, Management Connection, which manages associations such as the Golden State Chapter, California State Club Association and the GSC Foundation.

“I get to jump in and assist with all things related to the club industry, which happens to be my favorite industry and my favorite people,” Pizarro said.

“Lindsay and I have known each other since we graduated from San Francisco State University and started to work in the private club industry. Lindsay and I have walked the walk (pursuing managerial excellence) together since that time,” commented Thomas.

“Lindsay is the most positive person that I’ve met. While ‘rose-colored glasses’ may cause some people to miss critical course corrections, with maturation through her work and life experience, she has made her constant positivity one of her incredible strengths. She objectively evaluates situations and then enthusiastically responds. To be this positive includes having a high level of creativity and thought about what’s possible. This has supported her in growing into the leader that she is,” Thomas added.

Yes, Lindsay Pizarro is known for her can-do approach...and her relentless optimism that’s committed to excellence, being courageous and passionate. And those are attributes that also extend to her outside interests, including a love for cooking, dining out, visiting farmer’s markets, worldwide travel, speaking Spanish and dancing and enjoying time with her daughters, Penelope and Sophia.

Today, Lindsay Pizarro yearns to put the past behind her. That’s her objective as she optimistically faces a future with new opportunities. BR

from Global Perspectives | 12

Most clubs fumble while sustaining the steady and timely flow of information important to members. Keeping members engaged maintains the relevance of the initiatives being considered. “One should set a dependable and realistic schedule and stick to it. It should match the club’s broader communications flow.”

Dillenbeck cites three tactics to optimize the effectiveness and success of the capital campaign:

1. Be patient and allow enough time for members to think about these important issues. People don’t like being rushed into spending their money.

2. Do what you say you will do. Meet deadlines. Post timely follow-up reports.

3. Plan your work and work your plan. Changing the messages and timeline are a surefire formula for failure.

Successfully executing capital campaigns and funding club projects is a matter of consistent professionalism. Club leaders do well to follow in the footsteps of success. BR

tegic and business plans just like ‘real’ businesses, to name a few elements.

“The failure of competent fiduciary oversite undoubtedly has the potential to have negative, catastrophic consequences. The legal standards to which a board’s stewardship is held in both the public eye and in the courtroom have never been higher. The best potential board members understand these elements and will not expose themselves or the business unwittingly,” Denehy added.

“It’s important to have continuity and clear vision, the vision being one of a board’s most significant roles. The board, along with the GM/COO, owns the strategic direction of the club and most business plan priorities for staff and committees. Ultimately board direction emanates from that focus,” commented Tom Wallace, principal with Kopplin Kuebler and Wallace, one of the industry’s top search firms.

“We believe a strong board of directors is well-oriented and well-educated on modern club trends and metrics. In addition, anyone put forward for the board must have successfully served on committees previously and also vetted by the Leadership Development Committee, a committee focused on identifying and vetting future volunteers for both committee and board service,” Wallace added.

“Strong boards understand the club business model (which has similarities but is definitely different than ‘for profit’ business models) and have great understanding and respect for their fiduciary responsibilities (Duty of Care, Loyalty, and Obedience),” injected Kurt Kuebler, also a principal with Kopplin Kuebler and Wallace.

“The best boards have developed a strong climate of trust among themselves; the membership and staff are transparent when appropriate and confidential when necessary.

“They’re stewards of the club, doing what is best for the overall club, not focused on personal agendas. Strong boards are purposeful in their actions, practice great communication,

‘educate’ themselves and the members regularly, and deal with tough issues as they come up, rather than kick the can down the road and let someone else deal with what will likely become an even more difficult issue if not deal with more quickly and affirmatively. A strong board deals with member discipline swiftly, effectively and consistently,” Kuebler added.

So, the question is: What are the advantages of having a strong board of directors?

“The most obvious is that there’s a unified group working in concert for the betterment of their members and staff. For decades experts have advanced all kinds of theories on the club’s governance model. But unfortunately, none have created a panacea,” expressed PCMA’s Coyne.

“As long as three-year terms exist, a board can only be expected to know and do so much. The smartest and most successful boards I’ve worked with think strategically and long-term, communicating openly and frequently with members.

“All capital projects must be part of the strategic planning and master planning process, which is reviewed annually. So, all the documentation for an open and objective organization and operation is routinely reinforced. That’s what a strong board does and why it is an advantage,” Coyne added.

“Having a strong board of directors usually corroborates a higher-performing club,” Wallace commented.

“Strong boards are more data-driven, lead clubs to have forward-thinking and relevant amenities and programming and earn a higher level of member satisfaction. As a result, their clubs have higher member engagement and create a better employee experience. This leads to clubs being employers of choice in their communities, having less turnover in the GM/COO position, and leading the club experience in their region.

“Strong boards possess all or most of these attributes, often resulting in a healthier club overall,” he added.

Dan Denehy comes at this question from a different point of view.

“Converse to that question, what is the impact of having a weak board? The club industry and the non-profit world have stated countless times weak boards stagnate progress, disenfranchise constituents, are poorly focused on the mission and the real deliverables, and are bad at partnering and nurturing the club’s chief executive.

“A strong board is characterized by the antithesis of these attributes,” he suggested.

What can clubs do to build a strong board of directors...where and how does it begin?

“Strong boards are no longer measured by a club’s tradition and heritage. But, first, the board and the committee system must believe an excellent, comprehensive governance construct is absolutely fundamental and that compliance with that construct supersedes their individual motivations,” Denehy emphasized.

“That construct can be complicated but at the least needs to include a terrific farm team system to identify and train the best possible talent for committees and the board service, culturing training, and onboarding those individuals for effective volunteer service. To support this process, have in place durable, detailed committee charters that grant and limits of authority to, in part, create the playbook for all the players to play by. And don’t forget the board retreat and the onboarding plan for new committee members,” he added.

“Personality characteristic strengths can be broad and inclusive depending on the club’s strategic objectives,” Coyne stressed.

“Very few clubs appoint or elect board members to manage the club. If they do, any contrary advice will fall on deaf ears anyway. So, let’s look at strengths.

“While a particular board’s strengths may be circumstantial to a particular moment in time or need of the club, the strategy of selection should always focus on the qualifications and backgrounds most advantageous to that need.

“For example, if the club is embarking on a strategic planning exercise to develop a master facility plan, strengths might be driven from several backgrounds, including market research, construction and legal. Conversely, suppose the club is between capital projects and simply wants to ensure members are happy and satisfied. In that case, the board makeup might look more like a well-rounded demographic of the membership’s demographic. Simple, effective and based upon the needs of the club,” he added.

“But strength in character is equally as important as background and experience, both of which are likely available within your professional staff. Character is by far the most important barometer of strength. In an interview process, the nominating committee should be mindful of the motivation to serve. Ensure that each candidate is willing to accept the premise that their service is for the good of the club and not any individual.”

But Coyne offers a word of caution.

“While politics can be rampant in clubs when allowed to flourish, it can be quite cancerous to both sides of the equation. A hostile board takeover based on politics can generally be avoided by creating a system that requires committee service over several positions to be considered as a board member. Likewise, look for members with board experience. It’s a difficult process but done properly, it can foster greater growth and satisfaction in serving in volunteer leadership,” he cautioned.

And Coyne offers this roadmap to building a strong board of directors.

• Have a process including a nominating committee. Be transparent in how selections are made for this committee and for how they screen candidates

• Establish mission, vision, core values and responsibility matrix

• What are the roles and responsibilities of board members and committees, and what is the reporting process?

• Establish a code of conduct for volunteer leadership. Enforce it!

• Build your strategic plan and use it as your campus improvement roadmap.

• Seek regular input from your members, so they are comfortable knowing boards and committees are not working in a vacuum.

• Stay visible and transparent in your deliberations

The Kopplin Kuebler & Wallace approach focuses on the Leadership Development Committee.

“Strong boards often start with the development of a strong and focused Leadership Development Committee, dedicated to specific succession planning processes that ensure continuity and consistency,” explained Tom Wallace.

“Leadership Development Committee members identify and further develop candidates who share a common passion for the greater good of the organization and recommend them for board or committee service.

“Building a strong board begins by clearly defining roles and responsibilities, holding mandatory board and committee orientations annually, and having a board policy manual to detail how the business of the board and committees is executed. In addition, conducting a board and committee performance self-evaluation survey each year is essential for them to continue to improve and evolve,” he added.

“Having a rolling, strong, regularly reviewed and clear master strategic plan leads to the development of master goals for all constituents. The outgoing board, which has spent the past 12 months working together and of which normally at least twothirds remain, should set the goals for the incoming board each year. The board and GM should set the goals for the committees. Then, in consultation with the board, the president should set the annual goals for the GM. Then the GM should set the goals for the department heads,” added Kurt Kuebler.

Medina Country Club, led by general manager Robert Sereci, is an excellent example of a private club with a successful governance process.

“I’d suggest that 80 percent of private clubs fail because of their dysfunctional governance model, but our process at Medina is why we have been and continue to be successful,” Sereci commented. “Our board members have one of the most important jobs in a private club.”

So how does Medina measure success?

A wait list is not the club’s only metric. The club maintains a healthy balance sheet; there’s a robust capital replacement plan, adherence to the club’s strategic plan and process, low member attrition and high member satisfaction.

Medina Country Club has brought in 500 new members in seven years; there’s low staff turnover and high employee satisfaction. Robert Sereci is the club’s 17th general manager since 1982; The GM’s length of tenure is improving.

Here’s how Sereci defines the characteristics of potential board members:

1. They understand that non-profits are fundamentally different than for-profit businesses

a. Imagine if your customers helped you run your business and your CEO changed every 2.5 years.

b. They may have served on boards but not on not-forprofit boards.

c. They may know how to run a business but not necessarily a private club.

d. The nuances are very different (F&B subsidies, 501 (c) (7), cost structure, or tax exempt, for example).

2. They subscribe and agree with the club’s mission statement

a. One must fundamentally agree with the club’s mission statement. It’s not up for debate.

3. They subscribe to and endorse the current strategic plan and process.

a. The club has invested tremendous time and money to develop a road map for where we are going.

b. Board members are guided by strategy and not agendas.

c. The goal is not to make an individual contribution –rather further the club’s strategic plan.

4. They understand their role in the governance model.

a. Boards make policy and management administers the policy.

b. Therefore, boards spend more time on policy-driven issues and not on operations

c. Medina Country Club has a Responsibility Matrix and sections in the Board Policy Manual.

5. Expertise in any one area is NOT as important as seeking board members who are great leaders, effective communicators, fair and objective thinkers and engaged members.

a. Other than finance and legal, there is no real need for specific expertise.

b. Board expertise can cause bias and prevent others from having an open mind.

c. It’s more important to know how to work as a group.

6. Board members understand the time commitment required to serve

a. It’s usually more than they realize. Not working but spending time at the club – socially active.

b. They must be here to know and understand the issues. They have to engage members in conversations and speak on behalf of the board. Hard to do if they are not here.

c. They must engage all members and solicit feedback –not just their friends.

7. They must be strong enough to be the club president.

a. The bar needs to be set at that level because they could become president one day!

b. It happens more often than you think.

Prospective board candidates should be provided with a document outlining exactly what their roles will be before accepting. This way, there are no surprises when they get on the board.

PUBLISHER’S FINAL COMMENTS

As Robert Sereci said, the nuances of 501 (c) (7) boards are very different and it’s important that both board members and prospective board members have a clear understanding of 501(c) (7) boards. The majority of board members have never sat on this non-profit board and the don’t know what they don’t know.

As I mentioned in an earlier Publisher’s Perspective, major league baseball teams train their players by bringing them up through the double A and the Triple A farm teams. This is where they learn.

They arrive in the big leagues well prepared for what’s ahead of them. This means the training for prospective board members must start with committee members...the training ground for prospective board members.

We, in the private club industry treat our board members as mushrooms...we keep them in the dark. No question, training is essential. Board members’ roles, responsibilities and expectations must be clearly outlined, all of which can be done through an annual board orientation, that focuses not only on club finances but also a club’s best practices.

Clubs must attract the right people throughout recruiting and this can be done through a club’s nominating process.

Directors needs to be aware of what makes a good board and how they can contribute and add value as an individual. A good board is a balanced team with complementary skills sets and a culture that allows them to work together to make the most effective and efficient decision for the organization. A board with a mix of strengths is essential.

Boards should have members with a diverse range of educational and vocational backgrounds and independent thinkers with fresh ideas and perspectives. Diversity...a mix of ethnicity, and gender all contribute to representing the club’s community at large.

This encourages discussion and dissent, which contribute to a board arriving at the best possible decisions for the club.

Boards must have a climate of trust and respect, confidentiality, encourage open communication; support and believe in the club’s core values, mission and vision, and for the membership, speak with one voice. At least, that’s the way I see it. BR

John G. Fornaro, publisher

If your club accounting and POS software is 7, 10 or even 15 years old, you may be thinking of making a change. So were many of our club clients, who hired us to help them make that decision. Surprise! After a thorough needs assessment, 7 of 10 clubs decided to retain and improve their existing software. Money saved. Business interruption avoided. To learn more, contact us.

400+ CLUB CLIENTS - 30 YEARS OF EXPERIENCE.

DICK KOPPLIN

Richard (Dick) M. Kopplin, CMAA Fellow, is a partner with Kopplin, Kuebler and Wallace, a private club industry executive search and consulting firm. You can reach Dick via email: dickopplin@aol.com

THIS MUCH I KNOW FOR SURE

Wake-Up Call

I sensed that after my two-plus years as general manager of a thriving club in Minneapolis, my board and committee members were getting too involved in the day-to-day operations of the club. I scheduled a meeting with my club president and told Mr. Haik that I believed I was being micromanaged by well-meaning club volunteers.

I knew he was a strong supporter of mine and, more importantly, I also knew he believed club boards should focus on policy and strategy rather than operational issues.

After I outlined my concerns, I was sure he would sympathize with me and use his influence to support me. Imagine my shock when he looked into my eyes and said, “Dick, if you believe you are being micromanaged, maybe it’s time you stepped up and became the general manager/COO we thought we were hiring a few years ago. You need to quit whining and begin to lead the employee team and the club members on the board and on the committees like a true club executive would.”

I felt like I had been hit alongside my head with a two-by-four. As I left Mr. Haik’s law office, I was too stunned to go back to the club, so I went home to carefully process what he told me. As I reflected on his comments, I knew deep down he was right. I scheduled a meeting with one of our board members, who happened to have a successful consulting practice coaching corporate executives to become better leaders.

I spent an entire day with Mr. Stanton. He helped me develop a multi-phased program for how I could demonstrate more leadership in every area of my club responsibilities. I will share a few of the strategies we discussed that resulted in my metamorphosis from club manager to club leader.

Mr. Stanton told me that I needed to control the written record of the club by taking the minutes at every committee meeting and every board meeting. As he told me, “Your success at the club will not be written by a volunteer. You need to write the story.” Our club secretary welcomed my notes after each board meeting, and soon he relied on me to edit his minutes and combine them with mine before they went to the board. No matter what issue or decision appeared in the minutes, I was able to ensure there was a positive presentation.

Another key strategy Mr. Stanton shared was to “understand and know the club’s monthly financial operating statement and balance sheet better than any board member.” Since I was an English and history major in college, I had never taken an accounting class and could barely balance my checkbook. That would change dramatically.

I reached out to one of our club members, a retired CPA, and he happily agreed to coach me on how to read the numbers until I understood them better than our club auditors. In fact, at the end of the year, our club treasurer told the board “that while the annual audit report was very good, if they wanted a

clear understanding of our club’s financial condition, they should pay more attention to the report Kopplin wrote about the audit report.”

Maybe one of the best practices Mr. Stanton shared with me was to get to know and understand my board members so that I could benefit from their expertise. He suggested I make an appointment to visit each board member at their office, or if they were retired, at their home. I did so with each of the nine members; while the meetings created a positive result, there was one meeting that was truly impactful in turning what had been a strained relationship into a positive partnership going forward.

Mr. Olson, our vice president, was in line to be president in less than a year. The few conversations we had always seemed abrupt and almost adversarial, and I could never understand why. While I visited him at his office, he seemed to warm up after I noticed his Notre Dame diploma on the wall. My brother-in-law graduated from Notre Dame, so I commented on the great football program. That allowed us to engage in one of the better conversations we had ever had. Additionally, Mr. Olson toured me around his printing plant and introduced me to many of his employees. Our communications dramatically improved and a year later, Mr. Olson became one of the best club presidents I ever worked with.

I will always be grateful for the “wake-up call” Mr. Haik gave me, and I appreciate the wonderful advice and coaching Mr. Stanton provided. I learned that if you have the title of general manager/COO, you also have to step up and act the part.

This much I know for sure. BR

BOARDROOM MAGAZINE COUNTRY CLUB INDEX

Nancy Berkley, Frenchman’s Creek Beach & Country Club, FL

Josh Bland, food and beverage manager, Glendora Country Club, CA

Jarrett Chirico, director of racquets, Royal Oaks Country Club, Dallas, TX

Frank Cordeiro, GM/COO, Colonial Country Club, Fort Worth, TX

Ryan Cozzetto, Wyndemere Country Club, Naples FL

Tony D’Errico, GM/COO, Quail West Golf and Country Club, Naples, FL

Gene Delaney, past golf club president, West Bay Club, Estero Bay, FL

(late) Jay DiPietro, Boca West Country Club, FL

Todd Dufek, locker room manager, The Country Club at DC Ranch, Scottsdale, AZ

Fred Fung, GM/COO, Bonita Bay club Estero Bay, FL

David Heiman, golf club president, West Bay Club, Estero Bay, FL

Marius Ilie, GM/COO, Glen Oaks Club, Old Westbury, NY

Bonnie J. Knutson, PhD, member of the Country Club of Lansing and the Michigan Athletic Club.

Nancy Levenburg, Ph.D., member of Spring Lake Country Club, Spring Lake, MI

Matthew Linderman, Boca West Country Club, FL

David Mackesey, past president, Diablo Country Club

Michael McCarthy, CEO, Addison Reserve Country Club, Boca Raton, FL

Lindsay Pizarro, GM, California Yacht Club, CA

Alan Raulerson, GM/COO, Wilderness Country Club in Naples, FL

Duncan Reno, GM/COO, Del Rio Country Club

Michael Rodriguez, GM, Audubon Country Club, Naples FL

Robert Sereci, GM of Medinah Country Club

Jackie Singleton, director of community engagement, The Country Club, Brookline, MA

Tom Tripoli. GM/COO, West Bay Club, Estero Bay, FL

David Vite, member, West Bay Club, Estero Bay, FL

The Club at Mediterra, Naples, FL

Fountains Country Club, Lake Worth, FL

Grand Harbor, Vero Beach, FL

Grey Oaks Country Club, Naples, FL

Marsh Landing Country Club, Jacksonville, FL